BY ORDER OF THE SECRETARY OF THE AIR FORCE

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

DEPARTMENT OF THE AIR FORCE

MANUAL 36-142

4 OCTOBER 2022

Personnel

CIVILIAN CAREER FIELD

MANAGEMENT AND CENTRALLY-

MANAGED PROGRAMS

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and Forms are available on the e-Publishing website at

www.e-Publishing.af.mil for downloading or ordering.

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: AF/A1C Certified by: SAF/MR

Supersedes: AFMAN36-606, 14 November 2019 Pages: 68

This publication implements Air Force Policy Directive (AFPD) 36-1, Appropriated Funds

Civilian Management and Administration and Department of the Air Force Policy Directive

(DAFPD) 36-26, Total Force Development and Management. It outlines roles, responsibilities,

procedures, and criteria for civilian career field and centrally-managed programs, and is consistent

with Air Force Instruction (AFI) 36-130, Civilian Career and Developmental Programs, and

outlines procedures and criteria for civilian career field and centrally-managed programs. In

collaboration with the Chief, Air Force Reserve (AF/RE), the Director of the Air National Guard

(NGB/CF), and the United States Space Force (USSF) Deputy Chief of Space Operations for

Human Capital (SF/S1), the Deputy Chief of Staff for Manpower, Personnel and Services (AF/A1)

develops personnel policy for civilian career and developmental programs. This publication

applies to Department of the Air Force (DAF) Title 5, United States Code (USC) employees,

including those in Civilian Career Field Management Programs, Career Field Teams, supervisors,

managers, and employees (including members of the AF Reserve Officer Air Reserve Technician

(ART) program; Title 10 USC employees in the Defense Civilian Personnel system (DCIPS) and

Cyber Excepted Service positions; civilian personnel staff; and civilian employees at Joint service

organizations where the DAF is the executive agent, as well as the military supervisors of the

aforementioned civilian employees. It does not apply to personnel managed by the Senior

Executive Management Office or to Air National Guard, Title 32 Technicians. Ensure all records

generated as a result of processes prescribed in this publication adhere to AFI 33-322, Records

Management and Information Governance Program, and are disposed of in accordance with

(IAW) the Air Force Records Disposition Schedule, which is located in the Air Force Records

2  DAFMAN36-142  4 OCTOBER 2022 
Information Management System.  This publication requires the collection and/or maintenance of 
information protected by the Privacy Act of 1974, 5 USC Section (§) 552a, authorized by Title 5 
Code of Federal Regulations Part 293; and Executive Order (EO) 9397, Numbering System for 
Federal Accounts Relating to Individual Persons.  The applicable SORN F036 AF A, Biographical 
Data and Automated Personnel Management System, January 22, 2009, 74 FR4013 is available 
at:  http://dpclo.defense.gov/Privacy/SORNs.aspx.  Refer recommended changes and questions 
about this publication to the office of primary responsibility (OPR) using the DAF Form 847, 
Recommendation for Change of Publication.  Route DAF Forms 847 from the field through the 
appropriate functional chain of command.  This Department of the Air Force Manual (DAFMAN) 
may be supplemented at any level, but all supplements that directly implement this publication 
must be routed to the Office of Primary Responsibility for coordination prior to certification and 
approval.    The  authorities  to  waive  wing,  unit,  delta,  or  garrison  level  requirements  in  this 
publication are identified with a Tier (“T-0, T-1, T-2, T-3”) number following the compliance 
statement.  Submit requests for waivers through the chain of command to the appropriate tier 
waiver approval authority or alternately to the publication OPR for non-tiered compliance items.  
See DAF Manual (DAFMAN) 90-161, Publishing Processes and Procedures, Table A10.1. for a 
description of the authorities associated with the tier numbers.  Include a copy of any waivers or 
exceptions issued regarding the publications and forms management requirements found in this 
publication when submitting products to AFDPO for publishing. 
SUMMARY OF CHANGES 
This publication  has been  substantially revised and  needs to  be completely  reviewed.   Major 
changes include incorporation of revisions relating to the USSF, the definition of “DAF civilians” 
as being inclusive of civilians assigned to USAF, USSF, or Headquarters Department of the Air 
Force, and a new series control number (the publication control number was renamed “36-142” 
and  now  implements  DAFMAN  36-142  rather  than  AFMAN  36-606,  Civilian  Career  Field 
Management  and  Development,  which  will  become  obsolete).    Administrative  changes  and 
updated references have been made throughout the document as needed.  Chapters and career field 
roadmaps submitted by Career Field Managers (CFMs) may be viewed on MyVector. 
 
Chapter 1—ROLES AND RESPONSIBILITIES    5 
1.1.  Assistant Secretary of the Air Force (Manpower and Reserve Affairs) (SAF/MR).   5 
1.2.  Deputy Chief of Staff, Manpower, Personnel and Services (AF/A1). .....................   5 
1.3.  Director, Civilian Force Management (AF/A1C). ...................................................   5 
1.4.  Director, Airman Development (AF/A1D). .............................................................   5 
1.5.  Deputy Chief of Space Operations for Human Capital (SF/S1). .............................   5 
1.6.  Director, Civilian Policy and Programs (SF/S1C). ..................................................   5 
1.7.  Director, Force Development (SF/S1D). .................................................................   6 
1.8.  Director, Equal Opportunity (SAF/MRQ). ..............................................................   6 
1.9.  Air Education and Training Command (AETC) Commander. ................................   6 

DAFMAN36-142  4 OCTOBER 2022  3 
10.  Air Force Reserve Command. ..................................................................................   6 
11.  Air Force Personnel Center (AFPC) Commander. ..................................................   6 
12.  Functional Authority (FA). ......................................................................................   6 
13.  Functional Manager (FM). .......................................................................................   6 
14.  Functional Advisory Councils (FACs). ...................................................................   6 
15.  Cross-functional Authorities. ...................................................................................   6 
16.  Career Field Managers (CFMs). ..............................................................................   7 
17.  Career Field Teams (CFTs). ....................................................................................   7 
18.  Development Teams (DT). ......................................................................................   7 
19.  Local Base Training Offices. ...................................................................................   7 
Chapter 2—CAREER FIELD TEAMS – OPERATIONS AND PROCEDURES    8 
1.  Program Authorities. ................................................................................................   8 
2.  General. ....................................................................................................................   8 
3.  Coding Positions. .....................................................................................................   8 
4.  Classifying Positions. ...............................................................................................   9 
5.  Restructuring Positions. ...........................................................................................   9 
Chapter 3—WORKFORCE DEVELOPMENT    10 
1.  Strategic Workforce Planning Execution. ................................................................   10 
2.  PAQ/COP Programs. ...............................................................................................   10 
3.  Leadership Development. ........................................................................................   11 
4.  Career Development Programs. ...............................................................................   11 
Chapter 4—PARTICIPATION    27 
1.  Career Mobility. .......................................................................................................   27 
2.  Individual Development Plan (IDP). .......................................................................   28 
3.  Currency and Accuracy of Employee Data..............................................................   30 
4.  Affirmative Employment Program Planning. ..........................................................   31 
Chapter 5—FILLING POSITIONS    32 
1.  Filling Centrally-managed Positions. .......................................................................   32 
2.  Methods of Filling Positions. ...................................................................................   32 
3.  Requesting Fill Action. ............................................................................................   34 
4.  Methods for Filling Unique Positions. .....................................................................   34 
5.  Missed Consideration from a Referral Certificate. ..................................................   35 

4  DAFMAN36-142  4 OCTOBER 2022 
5.6.  Overseas Employment. ............................................................................................   35 
5.7.  PCS and Waivers to Service/Employment Agreement. ...........................................   35 
Figure  5.1.  CONUS Employment Agreement. ...........................................................................   36 
5.8.  PCS Funding and Allowances. ................................................................................   41 
5.9.  PCS Relocation Services. ........................................................................................   43 
5.10.  Career Field Team Training and Development Course Listing. ..............................   46 
5.11.  Civilian Career Planning. .........................................................................................   46 
Figure  5.2.  DAF Civilian Talent Management Model. ..............................................................   47 
Figure  5.3.  DAF Civilian Career Roadmap for Enterprise Leaders. ..........................................   49 
Figure  5.4.  DAF Civilian Career Roadmap for Enterprise Leaders - Definitions and 
Acronyms. ................................................................................................................   50 
Figure  5.5.  DAF Civilian Career Roadmap for Functional Experts/Leaders. ............................   51 
Figure  5.6.  DAF Civilian Career Roadmap for Functional Experts/Leaders – Definitions and 
Acronyms. ................................................................................................................   52 
5.12.  Career Field Chapters and Roadmaps. .....................................................................   52 
5.13.  Funding. ...................................................................................................................   53 
5.14.  Repayment of Training Funds. ................................................................................   53 
5.15.  Short-Term Training. ...............................................................................................   53 
5.16.  Long-Term Training. ...............................................................................................   53 
5.17.  Civilian Development. .............................................................................................   53 
Table  5.1.  Continued Service Agreement Table. ......................................................................   55 
Chapter 6—ACQUISITION PROFESSIONAL DEVELOPMENT PROGRAM (APDP)    58 
6.1.  Concept. ...................................................................................................................   58 
6.2.  CFT Roles. ...............................................................................................................   58 
Chapter 7—GRIEVANCES, COMPLAINTS, AND ADVERSE ACTIONS    59 
7.1.  Employee Complaints. .............................................................................................   59 
7.2.  Settlement of Disputes. ............................................................................................   59 
7.3.  An Employee in a Centrally Managed Program Position. .......................................   59 
Chapter 8—PROGRAM EVALUATION    60 
8.1.  Periodic Evaluation. .................................................................................................   60 
8.2.  Self-evaluation. ........................................................................................................   60 
Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION    61 
 

DAFMAN36-142 4 OCTOBER 2022 5

Chapter 1

ROLES AND RESPONSIBILITIES

1.1. Assistant Secretary of the Air Force (Manpower and Reserve Affairs) (SAF/MR).

1.1.1. Serves as an agent of the Secretary of the Air Force (SecAF), providing policy,

guidance, direction, and oversight for all matters pertaining to the formulation, review, and

execution of plans, guidance, programs, and budgets addressing DAF civilian career field

management.

1.1.2. Reviews and provides DAF concurrence/non-concurrence with the Department of

Defense (DoD) civilian workforce-related plans and reports presented to Congress.

1.2. Deputy Chief of Staff, Manpower, Personnel and Services (AF/A1). Provides

management, oversight, and administration of all civilian career field management programs and

requirements. Coordinates with the US Space Force SF/S1 (e.g., SF/S1C and SF/S1D) on career

field management programs and requirements as they impact civilian Guardians.

1.3. Director, Civilian Force Management (AF/A1C).

1.3.1. Provides regulatory guidance, direction, and advice for civilian career field

management.

1.3.2. Integrates DAF-wide civilian career field guidance with that of DoD, government-wide,

and similar programs.

1.3.3. Serves as DAF Component Integrator for development of DoD and DAF civilian

workforce planning.

1.3.4. Serves as advisor to the Civilian Force Development Panel (CFDP).

1.4. Director, Airman Development (AF/A1D). Provides implementing policy guidance and

direction pertaining to civilian force development to assist career field management.

1.5. Deputy Chief of Space Operations for Human Capital (SF/S1).

1.5.1. Oversees policy, guidance, direction, and oversight for all matters pertaining to the

formulation, review, and execution of plans, guidance, programs, and budgets addressing

USSF civilian career field management.

1.5.2. Reviews and provides USSF concurrence/non-concurrence to the AF/A1 for the DoD

civilian workforce-related plans and reports presented to Congress.

1.6. Director, Civilian Policy and Programs (SF/S1C).

1.6.1. Provides regulatory guidance, direction, and advice for civilian career field

management.

1.6.2. Provides USSF input to AF/A1C to integrate DAF-wide civilian career field guidance

with that of DoD, OPM government-wide, and similar programs.

1.6.3. Provides USSF input to AF/A1C for development of DoD and DAF civilian workforce

planning.

1.6.4. Serves as advisor to the Civilian Force Development Panel (CFDP).

6 DAFMAN36-142 4 OCTOBER 2022

1.7. Director, Force Development (SF/S1D). Provides implementing policy guidance and

direction pertaining to USSF civilian force development to assist career field management.

1.8. Director, Equal Opportunity (SAF/MRQ). Develops and disseminates DAF Equal

Opportunity Program policy. Develops recommendations to enhance personnel processes

affecting the recruitment, selection, utilization, training, and advancement opportunities of all DAF

personnel IAW DAFI 36-2710, Equal Opportunity Program.

1.9. Air Education and Training Command (AETC) Commander. As the Force Development

Commander, executes the long-range strategic development of Total Force Airmen (Guard,

Reserve, Regular Air Force (RegAF), and DAF civilians) through a deliberate process that

combines education, training, and experiences to produce the right competencies to meet the

DAF’s operational needs. Establishes the basic framework and processes to plan, build, and

execute competency models.

1.10. Air Force Reserve Command. Manages the ART Officer Career Program IAW Air Force

Reserve Command Instruction (AFRCI) 36-111, Air Reserve Technician (ART) Officer Career

Management Program.

1.11. Air Force Personnel Center (AFPC) Commander. Executes DAF civilian force

management responsibilities.

1.12. Functional Authority (FA). Designated RegAF General Officer (GO) or member of the

Senior Executive Service (SES) serving as a Deputy Chief of Staff or Assistant Secretary

appointed by the SecAF to provide oversight and functional advisory services related to functional

communities. See DAFI 36-2670, Total Force Development, for more specific responsibilities.

1.13. Functional Manager (FM). RegAF GO or SES member, designated by the FA, to provide

day-to-day management over a specific functional community. Responsible for ensuring their

functional community is equipped, developed, and sustained to provide DAF capabilities. More

specific responsibilities are described in DAFI 36-2670.

1.14. Functional Advisory Councils (FACs). Functional communities establish advisory

councils to address unique functional needs and carry out the roles as defined in DAFI 36-2670.

1.14.1. FAC Chairs may further designate individuals or groups to carry out certain

authorities. If so designated, a written record is maintained by the CFT.

1.14.2. Groups (panels) may be established to manage such areas as promotion plans, referral

issues, positions, training, development, workforce analysis, and overall program

effectiveness.

1.14.3. Panels meet on a regular and recurring basis. (Note: Some career fields have

Development Teams and subcommittees in lieu of FACs.)

1.15. Cross-functional Authorities. Cross-functional authorities are responsible for strategic

oversight and force development advocacy related to the requirements of their occupational

capability. They identify cross-functional billets, associate proficiency levels, and identify

development (developmental education, training, and/or experience) required to successfully

conduct their mission. Currently, six cross-functional authorities have been identified:

cyberspace, nuclear, space, test and evaluation, combat air advisors, and acquisition. Future cross-

functional authorities will be designated by a memorandum signed by the USAF Chief of Staff or

designated representative. While not authorized to establish development teams, cross-functional

DAFMAN36-142 4 OCTOBER 2022 7

authorities have valid force development requirements involving Airmen or Guardians assigned to

various Air Force or Space Force specialties, which can include civilian occupational series outside

their core functional area. These communities generate and implement force development and

management strategies to sustain and improve such capabilities IAW guidance in DAFI 13-504,

Nuclear Mission Professional Development, and DAFI 36-2670.

1.16. Career Field Managers (CFMs). An O6/GS-15 (or equivalent) appointed by the FM to

represent a functional community. Create and maintain career field chapters on MyVector. Based

on DAF Career Roadmaps, prepare career field-specific dual track Civilian Career Roadmaps for

Executive Leaders and for Functional Experts/Leaders and maintain on MyVector. Establish

occupational competency models for use within their respective functional areas and coordinate

with cross-functional authorities to address requirements related to their occupational capability,

including specific competencies as appropriate, into related models. Identify required or highly

valued functional licenses, credentials, and certifications.

1.17. Career Field Teams (CFTs). Centrally administer managerial/leadership training and

development for career field employees and centrally-funded force renewal (intern) positions. This

training and development includes selected career broadening and cross-functional assignments,

job rotations, short- and long-term training, management and executive seminars, education, and

self-improvement activities intended to systematically develop employees for filling DAF

positions of increased responsibility.

1.18. Development Teams (DT).

1.18.1. Provide mentoring, coaching, and career advice to members of the career field through

the vectoring process as well as rate candidates for developmental opportunities such as Career

Broadening (CB), Civilian Development (CD), Civilian Strategic Leader Program (CSLP),

Key Nuclear Billet (KNB) Program, and/or Key Career Positions (KCPs).

1.18.2. Annual Force Development/DT guidance addresses DT rank structure and diversity of

team composition IAW DAFI 36-2670.

1.19. Local Base Training Offices. Retain the responsibility for funding and administering

tactical level training, such as that required for job proficiency.

8 DAFMAN36-142 4 OCTOBER 2022

Chapter 2

CAREER FIELD TEAMS – OPERATIONS AND PROCEDURES

2.1. Program Authorities. The DAF fulfills Public Law 95-454, Civil Service Reform Act of

1978, requirements for executive management through a series of functionally oriented career field

programs. Each career field program is administered by a CFT located within AFPC. CFTs

support the careers of permanent civilians within their career field by developing highly competent

enterprise leaders and functional and cross-functional leaders/experts through a variety of training

and developmental programs, courses, and experiences. CFTs also provide for the systematic

development of potential candidates for Senior Executive Service/Defense Intelligence Senior

Executive Service positions through various force development initiatives, to include participation

in the Civilian Strategic Leader Program (CSLP) and in Key Career Positions (KCPs). Additional

information about CFT objectives, structure, and responsibilities are outlined in DAFI 36-2670,

DAFI 13-504, and AFI 36-130.

2.2. General. The CFM or designee will establish criteria and provide direction to CFTs on

which positions will be centrally managed by the career field. Career field centrally-managed

positions can vary by grade and are either competitive or excepted service permanent appropriated

fund positions in the General Schedule (GS) and their equivalents under other pay systems, such

as the Defense Civilian Intelligence Personnel Management System (DCIPS) and Acquisition

Demonstration (ACQ Demo) and Laboratory Demonstration projects.

2.3. Coding Positions. DAF CFMs will designate centrally-managed positions within the career

field. The installation’s servicing classification function and the CFTs will ensure the CFM-

approved centrally-managed career field positions are coded and position data maintained in the

civilian personnel and manpower data systems. These data fields include the career field identifier,

career field type, and mobility. Civilian Personnel Sections and/or the servicing classification

function must verify career field centrally-managed coverage before filling vacancies. If

employees are centrally managed in one career field and transfer to a centrally-managed position

in another career field, they should be identified with the new career field. The CFT and servicing

Civilian Personnel Section will conduct periodic position reviews to identify and correct erroneous

position coding. (T-2).

2.3.1. Temporary and Term Positions. Temporary and term positions (with the exception of

the Premier College Internship Program (PCIP) positions) are not centrally managed;

therefore, centrally-funded permanent change of station (PCS) costs are not authorized.

2.3.2. Over-hire Positions. Over-hire positions are not centrally managed; therefore, centrally-

funded PCS costs are not authorized.

2.3.3. Reimbursable Fund Positions. Reimbursable fund positions that are centrally managed

are eligible for centrally-funded PCS.

2.3.4. Civilian Air Reserve Technician (ART) Officer Positions. All civilian ART officer

positions are centrally managed by the ART Officer Career Management Program which is

responsible for funding their PCS costs.

DAFMAN36-142 4 OCTOBER 2022 9

2.4. Classifying Positions. Except as noted below, civilian positions are classified by offices that

have obtained formal delegated classification authority. When questions of consistency or

standardization in classification arise, a subject matter expert from the applicable CFT will be

included in the consistency or standardization review process. However, the AFPC Classification

Oversight Office’s decision is authoritative. AF/A1C will be the arbitrator and final decision

authority for classification policy issues per AFI 36-1401, Civilian Position Classification. (T-1).

Other specific programs, to include the civilian ART officers, DCIPS, Acq Demo, Laboratory

Demonstration Project, and Cyber Excepted Service have their own classification guidance as

found in AFI 36-1401 and DAFI 36-141, Cyber Excepted Service (CES)).

2.4.1. Career Broadening and Force Renewal Positions. AFPC, in conjunction with CFMs,

will classify career broadening and force renewal positions (Student Intern, Recent Graduates,

PALACE Acquire (PAQ) and COPPER CAP (COP), and the Premier College Intern Program

(PCIP)) funded through the Central Salary Account. (T-2). Employees who accept a career

broadening developmental or force renewal assignment must agree to pursue the objectives

and activities specified in the individual development plan (IDP) and core personnel document.

Changes to the established core personnel document are not authorized for the duration of the

career broadening or force renewal assignment.

2.4.2. Civilian Strategic Leader Program (CSLP). The CSLP is a DAF enterprise CD program

and a component of the talent management strategy for strategic-level leaders. The AFPC

CSLP office at AFPC serves as the focal point for all CSLP positions, facilitates the selection

board process, and manages the assignment process in coordination with the CFTs.

2.4.3. Key Nuclear Billet (KNB) Program. KNBs are funded, permanent, designated positions

where the incumbent must have nuclear experience to successfully support the unit mission.

See DAFI 13-504 for additional information.

2.5. Restructuring Positions. Centrally-managed positions are filled at the full-performance

level unless a special need arises that requires filling the position below the target grade.

2.5.1. Functional Managers (FMs)/CFMs/CFTs will ensure that requests for approval to

accommodate a special needs situation(s), such as requesting developmental positions, are

made in advance, in writing, with justification, and are directed through the respective CFM

and the FM or designee. (T-2).

2.5.2. The FM may delegate the authority to approve restructuring a centrally-managed

position to the respective CFM or CFT.

2.5.3. Restructured positions and DCIPS Adjustments in Force are advertised to the DAF

standard area of consideration IAW DODI 1400.25, Vol. 2005, DoD Civilian Personnel

Management System: DCIPS Employment and Placement, and AFI 36-1101, Defense Civilian

Intelligence Personnel System (DCIPS).

10 DAFMAN36-142 4 OCTOBER 2022

Chapter 3

WORKFORCE DEVELOPMENT

3.1. Strategic Workforce Planning Execution. CFTs will provide assistance and information

to the CFM, FM, and FA on the strategic management of the total civilian workforce for their

career field, including college recruitment, employee placement, development trends,

hiring/promotion data, demographics, diversity, career progression, and other relevant career field

information. CFMs must oversee the data management of the civilian career fields; develop and

conduct studies of internal and external civilian career field trends; perform civilian career field

research, analyses (including barrier analysis), and surveys; and execute civilian strategic and

business plans.

3.1.1. Civilian Workforce Development. The objectives of civilian workforce development

are to create a workforce strategy to effectively develop enterprise leaders and

functional/cross-functional experts/leaders to meet DAF workforce requirements and

efficiently use available financial resources. The workforce strategy is to: 1) identify

capabilities and talent requirements; 2) develop a management framework to meet force

renewal, functional, cross-functional, and enterprise requirements; and 3) ensure the

framework is flexible enough across career fields to meet unique mission requirements.

3.1.2. Efficient use of DAF financial resources involves: 1) identifying the framework for

executing financial resources/priorities; 2) assessing an acceptable degree of risk and/or

alternative funding, and 3) meeting the needs of the DAF and the functional and cross-

functional communities.

3.1.3. Only DAF civilians in permanent positions may apply for programs included in the

annual Civilian Academic Year (AY) call for CD and the Engineer and Scientist Exchange

Program. Employees in term, temporary, or dual-status Air National Guard members, may not

apply for these annual DE programs. Where GS grades are used, other pay plan equivalents

to those grades will be considered as eligible. Indefinite/military spouse appointments to those

grades will be considered as eligible. Indefinite/military spouse appointments that fall in the

above categories may be approved by their respective development teams for a waiver.

3.1.3.1. Applicants will submit their applications through MyVector and endorsers should

review and provide a concur or non-concur recommendation with rationale through

MyVector. Endorsements are critical for DTs to evaluate each candidate, and missing

endorsements have significant impacts on the overall package.

3.1.3.2. Eligibility to apply for the Civilian AY program requires two years of federal

service from any federal agency or federal appropriation, to include military, non-

appropriated fund, appropriated fund, or a combination thereof. DT Chairs may waive the

two-year service requirement for short courses.

3.2. PAQ/COP Programs. AFI 36-130 addresses civilian intern programs and the methods and

procedures for recruiting, selecting, training, evaluating, promoting, and separating interns under

the PAQ and COP programs. The primary responsibility to outplace PAQ/COP interns is with the

organization or Major Command/Combatant Command/Field Command

(MAJCOM/CCMD/FLDCOM) where the internship was completed. Officials in all career fields

who are responsible for filling vacant positions will give the highest priority (after compliance

DAFMAN36-142 4 OCTOBER 2022 11

with any mandated DoD-wide priorities or local pre-Reduction in Force (RIF) actions) to using a

management directed reassignment process to outplace employees graduating from the PAQ and

COP programs. If the hiring official disagrees with the proposed outplacement plan, the career

field DT Chair(s) responsible for the vacant position has final authority to initiate a management

directed reassignment of the PAQ or COP program participant to fill the vacant position. (T-2).

3.3. Leadership Development.

3.3.1. Identification of Exceptional or High-Potential Performers. Centrally-managed career

field positions are considered potential “feeder” positions to qualify for application to higher

level and Senior Executive Service/Defense Intelligence Senior Executive Service positions.

Career fields should develop procedures to identify exceptional or high potential performers

to include: guiding and monitoring employee training consistent with developmental templates

or their career path; assuring employees have gained the training, development, career growth,

and experiences needed for further advancement; and arranging career enhancing job rotations,

details, and special project assignments. At a minimum, and through the operation of their

respective DTs, each DT will nominate high-potential candidates from within the career field

for inclusion in career and leadership development programs.

3.3.2. Developmental Templates. The DAF Civilian Career Roadmaps at Figure 5.3 and

Figure 5.5 reflect the attributes valued by the DAF and provide a clear progression model from

entry to senior leader levels. These guides clearly define the framework within which

employees may plan their careers. Supervisors and managers should use these tools when

engaged in mentoring, performance coaching, or discussing career opportunities with their

subordinates.

3.4. Career Development Programs. Positions in career development programs provide

developmental work experiences intended to prepare employees for higher-level supervisory and

managerial positions.

3.4.1. DAF Career Broadening Positions.

3.4.1.1. Filling Career Broadening Positions. The centrally-managed CB Program is an

integral part of the DAF’s leadership development framework depicted in the DAF Civilian

Career Roadmaps at Figure 5.3 and Figure 5.5 It is designed to build occupational and

leadership competencies while enhancing leadership perspective. The program is an

integral part of structured development and is corporately managed. The primary focus of

the program is to develop current mid-level DAF employees, typically GS-12 through GS-

14 (and equivalents in other appropriated fund pay systems), who aspire to leadership

positions. In certain instances, assignments may be to positions at the GS-15 and

equivalent level to meet specific career development requirements. Positions may also be

within Joint and Combatant Commands where the DAF is the executive agent or, under

appropriate training agreements and directives, within other DoD components and the

Office of the Secretary of Defense (OSD). Career broadening assignments, although of

relatively short duration, are sufficiently complex and demanding to increase and broaden

experience. Assignments may be between specialties or disciplines within a career field or

across functional lines from one career field to another where skills pairing has been

approved (Note: For further details, consult with the applicable CFT).

12 DAFMAN36-142 4 OCTOBER 2022

3.4.1.2. Centrally-managed Career Broadening Program Positions. CB assignments can be

used to facilitate employees’ gaining experiences at the operational and strategic levels.

Within the operational arena, assignments should focus on development within a functional

or cross-functional community to gain breadth of experience (this could be accomplished

across occupational lines within a single career field). At the strategic level, career

broadening assignments should focus on Headquarters DAF, MAJCOM, CCMD,

FLDCOM, or Joint experience. These positions, while placed at an organization for a CB

assignment, are considered overhead positions (not part of the local Unit Manpower

Document (UMD) or critical for accomplishment of the mission). As such, CB

authorizations generally are not to be used to establish new supervisory positions within an

organization. DTs or CFMs determine position location and work assignments to

accomplish specific career development objectives; therefore, the location, occupational

series, and grade/pay band level may change from one assignment to the next.

3.4.1.2.1. Key Attributes of Career Broadening Program Positions. The CB Program

positions:

3.4.1.2.1.1. Are centrally managed and funded by AFPC.

3.4.1.2.1.2. Are established against manpower authorizations funded by the DAF’s

Central Salary Account.

3.4.1.2.1.3. Are provided personnel servicing by the gaining Civilian Personnel

Section, to include Employee Management Relations services.

3.4.1.2.1.4. Require a DAF-wide mobility agreement - DAF Form 202, DAF

Civilian Mobility Agreement, found at https://www.e-Publishing.af.mil.

3.4.1.2.1.5. Are limited in duration, normally for 30-36 months. The FM or

designee and AFPC must approve an extension of up to an additional 12 months.

(T-2). Because these positions are for leadership development, the FM or designee

and AFPC will ensure that assignment duration is limited to a maximum of 48

months, but the career broadener should remain in the position for a minimum of

30 months to gain the desired variety of experience and to maximize the value of

the associated PCS costs. (T-2).

3.4.1.2.1.6. Are filled by competitive reassignment, change to lower grade/pay

band, temporary promotion, or DT vectoring process (to include CFM approval of

management directed reassignment candidates) utilizing approved ranking criteria.

3.4.1.2.1.7. Require a formal individual development plan (IDP). The career field

FM/CFM/CFT will ensure the plan outlines the knowledge, skills, abilities, and

competencies to be gained through the CB assignment, along with the methods of

development, applicable references, and estimated hours/months required for each

competency. (T-2).

3.4.1.2.2. Using DT Vectors to Fill Career Broadening Positions.

3.4.1.2.2.1. When this mechanism is used, career fields must publicize the fact that

opportunities for these CB assignments are limited to those who submit an IDP and

also receive a vector from the DT.

DAFMAN36-142 4 OCTOBER 2022 13

3.4.1.2.2.1.1. Additionally, if these career broadening opportunities are open

to temporary promotion candidates, the FM/CFM/CFT will ensure that an

announcement is posted and the requirement for interested employees to submit

an IDP, and a resume if required, is clearly stated in the body of the vacancy

announcement.

3.4.1.2.2.1.2. The announcement should also direct applicants to contact their

CFT for specific information.

3.4.1.2.2.2. CFTs must ensure employees are made aware that the DT vector

process is utilized. At a minimum, CFTs must accomplish notification using

multiple communication methods such as: vacancy announcements, list servers,

newsletters, webinars, bulletin boards, websites, and any other appropriate

available means.

3.4.1.2.2.3. The FM/CFM/CFT will ensure that developmental objectives for

individuals selected for career broadening assignment are clearly identified, and

periodic evaluations of progress are conducted to ensure employees meet those

objectives, per AFPC. (T-2).

3.4.1.2.2.4. The designated selecting authority may make selections for career

broadening positions from a competitive certificate of promotion, reassignment,

and/or change-to-lower grade eligibles. In these instances, the CB Program Office

must first announce the career broadening position vacancy through the normal

competitive process from which to refer qualified candidates to the CFT.

3.4.1.2.3. DoD Priority Placement Program (PPP) Exemption. Selections made for

assignment to the CB Program are exempt from the PPP. The exemption permits

placement into a broadening position by reassignment, change-to-lower grade/pay

band, or temporary promotion. Outplacements to a follow-on position by reassignment

or change-to-lower grade/pay band are also exempt from clearing PPP for those who

have completed a centrally-funded and centrally-managed CB assignment. The

FM/CFM/CFT will ensure a follow-on assignment is firmed up within the last six

months of the CB assignment. This exemption does not apply to outplacement actions

onto permanent positions through promotion; therefore, the FM/CFM/CFT will ensure

the DoD Automated Stopper and Referral System is cleared for promotion actions. (T-

0). CB temporary promotion may lead to permanent promotion without further

competition when a one-time clear of PPP has been accomplished before a follow-on

assignment can be effected. This applies only when full DAF-wide competition was

afforded during the CB selection process. In each instance, the Automated Stopper and

Referral System must be cleared prior to placement. (T-0).

3.4.1.2.4. Career Broadening Outplacements. Efforts begin one year prior to

completion of the CB Program. Specific guidance must be followed IAW DAFI 36-

2670. Early outplacements prior to completion of 24 months require DT Chair

approval, and after 24 months require CFM approval. (T-2). Outplacement efforts

involve one, or a combination, of the activities listed below. As such, DTs and CFTs

have a responsibility to assess AFIs, needs, and mission requirements within their

communities, and to take an active role in seeking outplacement assignments for

graduating career broadeners. Outplacements should be identified six months prior to

14 DAFMAN36-142 4 OCTOBER 2022

outplacement, and entrance on duty dates should be provided to CFTs a minimum of

four months prior if a PCS is included and no later than three months prior if no PCS

is required. (T-2).

3.4.1.2.4.1. Normal Referral and Selection. Referral and selection are through the

normal centrally-managed competitive process.

3.4.1.2.4.2. Management Initiated Reassignment. The CFT will continually

monitor existing/incoming career field fill requests for which the graduating CB

was DT-vectored or is qualified and has indicated a preference, including those that

match the occupational series and grade/pay bands identified in the Career

Broadening Memorandum of Agreement. (T-2). After identifying a match, the

CFT will provide a CB-generated resume to the selecting official for review. If the

selecting official disagrees with the proposed outplacement plan, the career field

DT Chair(s) responsible for the vacant position has final authority to initiate a

management directed reassignment of the CB participant to fill the vacant position.

(T-2). Hiring panel exemptions are granted in these management reassigned

outplacements for GS-13 Supervisory, GS-14, and GS-15 positions.

3.4.1.2.4.3. Career Field Proactive Efforts. All program participants sign a

mobility agreement prior to appointment to the program. Within the first six

months, each participant will attend an Expectation Webinar, provided monthly by

the AFPC Talent Management Division (AFPC/DP2Z). Twelve months prior to

graduation, a senior functional mentor is assigned by the DT Chair. Nine months

prior to program graduation, the CFT will obtain an updated resume and

outplacement form. The outplacement form collects the participant’s goals, desired

outplacement position/location, DT vector, and is signed by the employee and

Senior Mentor. CFTs will engage with Senior Mentors, FMs, and CFMs to identify

opportunities that best coincide with the participant’s goals and skills, and career

field needs. Upon identification of a position, CFTs will contact the selecting

official to coordinate a management directed reassignment.

3.4.1.2.4.4. Finalizing the Outplacement. The FM/CFM/CFT will ensure a

placement is finalized and all necessary arrangements, such as PCS orders, release

date, and new reporting date, are settled and agreed to by all parties concerned

within six months, but no later than 60 days, prior to the end of the CB assignment.

(T-2).

3.4.1.2.4.4.1. Within the final six months of the program, the participant is

allowed one declination of an assignment match. Failure to accept a subsequent

post-broadening assignment in violation of the employee’s signed mobility

agreement may result in the employee’s separation from the DAF.

3.4.1.2.4.4.2. Officials in all career fields who are responsible for filling vacant

positions will give the highest priority (after compliance with any mandated

DoD-wide priorities or local pre-RIF actions) to using a management directed

reassignment process to outplace employees graduating from the CB Program.

(T-3). If the hiring official disagrees with the proposed outplacement plan, the

career field DT Chair(s) responsible for the vacant position has final authority

to initiate a management directed reassignment of the CB Program participant

DAFMAN36-142 4 OCTOBER 2022 15

to fill the vacant position. (T-2).

3.4.1.2.5. Career Broadening Outplacements to the Overseas Area. Employees

outplacing from a CB position and accepting an assignment at an overseas location will

have the mobility agreement from their CB assignment extended for the length of the

overseas tour. This extension will enable the career field to assist with their return to

the Continental United States (CONUS) as the employee would otherwise not have

return rights to the prior CONUS CB position. If the outplacement from a CB position

is to a position outside the Continental United States (OCONUS) that is not a career

field centrally managed position, PCS entitlements may be limited.

3.4.1.2.6. Career Broadening Outplacements from the Overseas Area. Return

placement of development program employees will be coordinated based on the

employee’s overseas agreement, mobility agreement, and in conjunction with the PPP

and CFT office.

3.4.1.2.7. Payment of Career Broadeners.

3.4.1.2.7.1. Salaries for CBs are funded from the DAF’s Central Salary Account.

3.4.1.2.7.2. Annual performance awards are funded from the Central Salary

Account within the performance awards cap/maximum as decided annually by the

Central Programs office at AFPC/DP2Z. The awards cap/maximum will be

distributed as a part of the overall DAF performance award guidance and

instructions. GS Performance Awards may take the form of time-off and/or

monetary awards. Time-off awards may be approved by the supervisor and so

annotated as part of the appraisal package. Acq Demo payouts are subject to

guidance set forth by the pay pool managers but may not exceed Central Program

monetary caps.

3.4.1.2.7.3. GS Quality Step Increases. Quality Step Increases are NOT authorized

in the CB Program because it is a developmental program. CB positions are

designed to broaden the skills of high-potential DAF employees for future

leadership positions. These developmental positions normally last between 30-36

months (with a maximum of 48 months) and are accompanied by formal

developmental plans. The individual is expected to be learning and developing

his/her skills during that time period.

3.4.1.2.7.4. GS Incentive Awards. Monetary incentive awards are processed and

approved locally, and paid out of the local installation’s funds. AFPC’s Central

Salary Account pays the incentive award for the CB; however, the organization

granting an incentive award to a CB must contact AFPC/FMY to complete the

necessary transfer of funds to reimburse the Central Salary Account. (T-2).

3.4.1.2.7.5. Overtime. The Central Salary Account does not fund overtime

payments; the local installation will fund any required overtime. The organization

granting overtime must contact AFPC/FMY to complete the necessary transfer of

funds to reimburse the Central Salary Account. (T-2). Other options include

compensatory time or time for creditable work. If unused compensatory time turns

into overtime pay, the cost will be billed to the organization hosting the CSA

employee.

16 DAFMAN36-142 4 OCTOBER 2022

3.4.1.2.7.6. PCS Costs. The central PCS account funds PCS for employees, with

the exception of ART officers, moving into and out of CB positions. If the

outplacement from a CB position outside the OCONUS is not to a career field

centrally-managed position, PCS entitlements may be limited. (See paragraphs 5.8

and 5.9)

3.4.1.2.8. Career Broadening Assignments Overseas. Employees accepting a CB

assignment at an overseas location must sign an Overseas Employment Agreement

IAW AFMAN 36-204, Overseas Employment. The CPS/HRS will initiate the

appropriate overseas employment agreement and obtain the necessary signatures,

provide a copy to the overseas Civilian Personnel Section, and retain the signed copy

in the employee’s file. (T-3).

3.4.2. Civilian Strategic Leader Program (CSLP). The overarching goal of CSLP is to develop

selected GS-13s/14s/15s, or equivalents, through challenging leadership assignments with

roles and responsibilities that have DAF Enterprise and/or DoD-wide impact.

3.4.2.1. Eligibility. To be eligible for CSLP, employees must meet the following criteria.

3.4.2.1.1. Be currently assigned to, or have previously held, a permanent GS-14 or 15,

or equivalent, position for at least 12 consecutive months. “Permanent position” means

a position filled by an employee whose appointment is not designated as temporary and

does not have a definite time limitation of one year or less. If current grade is a GS-

13, or equivalent, applicants must also apply to the CSLP vacancy announcement in

USAJobs, in addition to the CD application in MyVector. Promotion-eligible

candidates will only be considered for installation-level assignments and must be

considered through a competitive process.

3.4.2.1.2. Applicants who change position before the DAF Selection Board meets may

be removed from further CSLP consideration and asked to reapply once they have met

the requirement for 12 months in this new position.

3.4.2.1.3. Candidates selected by the DAF Selection Board who change positions will

be removed from CSLP consideration unless an exception (i.e., waiver and/or

deferment) is approved. (T-2).

3.4.2.1.4. Candidates must have at least 12 months of supervisory experience and a

bachelor’s degree from an accredited academic institution.

3.4.2.1.5. Candidates must not have previously held a CSLP leadership position of the

same type at the GS-14 or 15, or equivalents, grade levels. Request to waive this

requirement is coordinated through the functional DT to the CSLP team and forwarded

to AFPC/DP2Z for approval or denial. (T-2).

3.4.2.1.6. Employees wishing to apply for CSLP positions should be referred to the

myPers website for additional information.

3.4.2.2. Assignment Opportunities.

3.4.2.2.1. Installation-level Positions. These positions (e.g., Deputy Director for

Installation Support, Director of Staff, Executive Director, etc.) can either be on the

CSA’s UMD as Enterprise owned and centrally funded or on the owning installation’s

UMD as locally owned and funded.

DAFMAN36-142 4 OCTOBER 2022 17

3.4.2.2.2. HAF-level Positions. Positions are on the CSLP Office’s UMD funded by

the Central Salary Account and are located within HAF. These positions are critical to

shaping the future of the DAF through policy development and program management.

3.4.2.2.3. Joint Positions. These positions are on the CSLP UMD funded by the Central

Salary Account and are located at the OSD, the Joint Staff, or a CCMD. These

positions are often directly involved in supporting issues of national security and

require interaction with all levels of the DoD. They may aid in shaping Department-

wide policy and/or may participate in the planning, programming, budget, and

execution process.

3.4.2.2.4. MAJCOM/CCMD/FLDCOM Positions. When approved by the CFDP,

these positions are placed at selected MAJCOMs/CCMDs/FLDCOMs and funded by

the Central Salary Account. Typically, the position addresses a DAF critical need.

3.4.2.2.5. CSLP Assignments Overseas. Employees accepting a CSLP assignment at

an overseas location must sign an Overseas Return Agreement IAW AFMAN 36-204

that acknowledges their acceptance of a CSLP assignment overseas and the

requirement for signing a mobility agreement. Signing the agreement acknowledges

return rights of position/location they were assigned to before CSLP. Outplacement

assignment after completion of an overseas tour is normally accomplished through the

exercise of return rights. However, a CSLP developmental assignment requires

mobility and recognizes an individual’s skills, capability, and potential for enhanced

outplacement opportunities. Outplacement is based on the needs of the DAF. Central

Salary Account employees outplacing from Force Renewal and leadership

development programs accepting overseas DoD positions will have return placement

coordinated in conjunction with their CFT to a location based on the needs of the DAF.

3.4.2.3. Annual Process Overview. There are four major components to the CSLP annual

process.

3.4.2.3.1. Position Validation. CSLP positions will be identified by AFPC using both

manpower data and coordination with the Installations, MAJCOMs, HQ, CCMD,

FLDCOMs, or Joint Staff.

The CFDP will validate future position lists annually. (T-2). Requests to add or delete a CSLP

position are coordinated through the CSLP office and AF/A1D. The final approval authority for

all additions or deletions is the Deputy AF/A1. (T-2).

3.4.2.3.2. Member Identification, Screening, and Application. AFPC will conduct an

open call for CSLP candidates and task DTs to identify potential placement of GS-

13/14/15, or equivalents, candidates based on the list of projected vacancies and

requirements of the position. If the CSLP call does not produce a sufficient number

of candidates, the CSLP Selection Board will solicit other nominees for consideration.

(T-2). These nominated individuals may opt out of consideration with no penalty;

however, feedback on why they chose not to compete should be collected.

3.4.2.3.3. Member Boarding. All members who are vectored by the DT will meet the

CSLP Selection Board. The Board will make recommendations for CSLP placement at

HAF, OSD, Joint Staff, CCMD, MAJCOM, FLDCOM, or Installation. (T-2).

18 DAFMAN36-142 4 OCTOBER 2022

3.4.2.3.4. Candidate Matching. After the Board results are approved, the CSLP office

will review the list of vacancies against the list of candidates approved by the Deputy

AF/A1 and coordinate the assignments with the respective hiring officials. (T-2).

3.4.2.3.5. Candidates Selected for Multiple CD Opportunities. Candidates selected for

a long-term training and a CSLP opportunity have the option to attend the long-term

training first and defer the CSLP opportunity. If they choose to defer, the CSLP

Management Team will slate the candidate for CSLP opportunities prior to their long-

term training graduation. Acceptance into the CSLP pool is not to exceed 24 months.

3.4.2.4. Development Teams must:

3.4.2.4.1. Review/vector all potential candidates in grades GS-13/14/15 or equivalents.

3.4.2.4.2. Screen members for suitability and ensure candidates are ready for

experiential development.

3.4.2.4.3. Nominate identified members to the DAF Selection Board.

3.4.2.4.4. Identify the follow-on assignment.

3.4.2.5. Civilian Strategic Leader Program Assignment Overview. CSLP is an assignment-

based program with worldwide assignment locations. Individuals who have been vectored

by the DAF Board for CSLP and are awaiting assignment are considered CSLP candidates

and are in the candidate pool for two years or until they accept a CSLP assignment,

whichever comes first. If not selected for a CSLP assignment by the two-year point,

candidates are released from the program and may reapply for the next CSLP call. The

assignment process follows.

3.4.2.5.1. A CSLP slate is used to refer an assignment list of names of CSLP selects to

the hiring official. A valid slate consists of three or more candidates. Slate selects are

considered for positions at their current grade or, if GS-13 promotion eligible, for the

positions identified for them by the selection board. Promotion eligible candidates are

only considered for Installation-level assignments and must be considered through a

competitive process.

3.4.2.5.2. CSLP selects may opt out of consideration for a maximum of two

assignments while waiting to be slated. If the select opts out of a third assignment, the

employee will be removed from the program and will receive a five-year penalty. If,

after being referred to the hiring official, the employee declines the interview or, if

selected, declines the assignment, the employee will be removed from the program and

will receive a five-year penalty that precludes their participation in the program (See

para. 3.4.2.9).

3.4.2.5.3. If there are no CSLP selects available, or if the slate has less than three

boarded candidates available, the CSLP office will confer with the CFTs. There are

four acceptable categories by which CFTs may identify candidates to the CSLP office,

listed in the following order: 1) nominate a qualified individual currently attending

Senior Developmental Education (SDE) who requires outplacement; 2) identify high-

potential reassignment candidate(s) from a DT-vetted KCP list that has not been

targeted for assignment; 3) identify high-potential reassignment candidates graduating

DAFMAN36-142 4 OCTOBER 2022 19

from the CB Program who are awaiting a follow-on assignment; or 4) identify high-

potential reassignment candidates vetted by the CFT.

3.4.2.5.4. Hiring officials must select from the slate provided by AFPC. (T-3). If the

hiring official determines the candidate is not suitable for the position, they must

request an exception by providing a strong justification. (T-3). Exception requests will

be processed through the owning installation’s MACOM/A1, forwarded to the CSLP

office, and then to AFPC/DP2Z, for approval or disapproval. (T-2). Disapproved

requests result in a required selection of an individual from a valid slate.

3.4.2.5.5. When no CSLP candidates are available from the selection process, a

locally-funded CSLP position may be filled via an AF internal vacancy announcement.

The servicing organization will announce the CSLP vacancy and issue the referral

certificate. If selected via an open vacancy announcement, the member is required to

sign a CSLP mobility agreement. FMs/CFMs/CFTs will ensure that Central Salary

Account-funded CSLP positions are only filled through the approved board process.

(T-2).

3.4.2.6. Approval Process. The Deputy AF/A1 will approve any deviation from the slating

process. (T-1).

3.4.2.7. Mobility Requirements. Employees who are selected for a CSLP assignment by

an approved DT process will be given credit as being CSLP members. Because these

positions rotate every three to four years, all candidates selected for CSLP positions must

sign a Mobility Agreement and/or a participant Mobility Agreement (for Joint

assignments). Go to https://www.e-Publishing.af.mil for DAF Form 202, DAF Civilian

Mobility Agreement. The Mobility Agreement is a condition of employment and must be

signed by the employee prior to assignment.

3.4.2.8. DoD Priority Placement Program (PPP) Exemption. A selection made for a CSLP

assignment funded by the Central Salary Account is not subject to PPP clearance, based

upon formal developmental and training purposes as provided by DoDI 1400.25, Volume

1800, DoD Civilian Personnel Management System: DoD Priority Placement Program

(PPP). These selections are established for the sole purpose of providing enterprise career

broadening opportunities and they have no continuing mission requirements. Selection of

a permanent promotion-eligible candidate requires a one-time PPP clearance prior to

extending a tentative job offer.

3.4.2.8.1. The exemption permits placement onto a CSLP position by reassignment or

a change to lower grade/pay band. Outplacements by reassignment or change to lower

grade/pay band to a follow-on position that has been pre-identified in the employee’s

formal IDP or memorandum of agreement are also exempt from PPP clearance for

those who have completed a CSLP assignment.

3.4.2.8.2. This exemption does not apply to CSLP MAJCOM/CCMD/FLDCOM/

installation-owned placement actions, as they are permanent in nature and subject to

continuing mission requirements. PPP must be cleared via the Automated Stopper and

Referral System IAW the PPP Handbook, Chapter 4, Matching and Filling Positions

(See myPers, DoD Priority Placement Program). (T-0). PPP must also be cleared for

follow-on assignments. (T-0).

20 DAFMAN36-142 4 OCTOBER 2022

3.4.2.9. CSLP Deferments, Withdrawals, and Extensions. AFPC/DP2Z is the

approval/disapproval authority for all deferment, withdrawal, waiver, and extension

requests. Requests for waivers will be considered on a case-by-case basis. They must be

requested in writing by the employee and contain a recommendation/endorsement from the

first GO or SES member in the employee’s supervisory chain. Next, the request will be

routed and coordinated with the applicable CFM. The CSLP office requires waiver

documentation to support withdrawal or declination prior to opting in or out of a current

vacancy. All withdrawals, declinations, and extensions will be tracked and metrics

reported each year to the CFDP. An employee who is relieved from duty for cause,

withdraws from the program without approval, or declines a CSLP position will be

eliminated from the program unless a waiver is approved. (T-2). Employees will be placed

in a five-year penalty status from applying for any future CSLP opportunities from the date

the action occurred or the waiver was denied.

3.4.2.9.1. Deferment. Management and/or individual deferments for mission essential

or humanitarian reasons for a CSLP assignment must be supported with reasonable

justification. All deferment requests must be submitted when unforeseen

circumstances arise, not when a CSLP assignment opportunity is offered to the

member. Requests will be routed through AFPC and approved by AFPC/DP2Z.

Requests will also be routed and coordinated with the applicable CFM. Only one

approved deferment is allowed while the in the CSLP, and the deferment will be for a

specified period of time. Employees who do not opt in during the year following an

approved deferral will be subject to the appropriate withdrawal or declination policies.

The following are reasons for deferral:

3.4.2.9.2. Mission Essential. AFPC/DP2Z will serve as approval authority for mission

essential deferment considerations. The approval authority will normally approve a

mission essential deferment if the employee’s program participation would have an

adverse mission impact. Strong justification from the employee and the employee’s

first GO/SES member in the rating chain is required.

3.4.2.9.3. Humanitarian. AFPC/DP2Z will serve as approval authority for

humanitarian deferral considerations. The approval authority may approve a

humanitarian deferment under the conditions below, although other factors could be

considered. If granted, approval will be without prejudice if requested prior to

notification of assignment request for opt-in, unless it occurred during the time of

notification. Humanitarian requests generally include circumstances or events beyond

the employee’s control that were not known prior to application.

3.4.2.9.3.1. The recent death of a spouse or child or children.

3.4.2.9.3.2. The terminal illness of a family member when death is imminent. A

supporting note from the attending physician is required.

3.4.2.9.3.3. A serious financial problem that is beyond the control of the employee

(e.g., the loss of a home or possessions through fire, theft, or natural disaster).

3.4.2.9.4. Withdrawal from Program. An employee seeking to withdraw from the

program after official notification of selection must provide justification to the CSLP

office. Requests will be routed through the CSLP office for approval by AFPC/DP2Z.

DAFMAN36-142 4 OCTOBER 2022 21

Requests will also be routed and coordinated with the applicable CFM. AFPC/DP2Z

will approve withdrawal and also determine if a five-year penalty prohibiting the

employee’s application for CSLP is warranted. The employee has the option to submit

a waiver request for assessment of the five-year penalty, or to not submit a waiver

request. The CSLP office tracks assessed penalties until the employee is either

officially released from the penalty or the penalty expires.

3.4.2.9.5. Removal for Cause. When a request from the Senior Rater, management,

DT, or organization is made to remove a civilian from the CSLP position for cause,

that request must be approved or disapproved by the Deputy AF/A1. A letter will be

permanently filed in the individual’s official personnel file and the employee will be

permanently ineligible for any future CSLP opportunity. Employee waiver requests

will not be accepted. (T-2).

3.4.2.9.6. Extension Request. The minimum assignment is expected to be 36 months.

Requests for an extension beyond 36 months will be initiated by the employee and the

current leadership providing the justification, with the concurrence of the employee’s

FM. (Note: All installation positions require Major Command/Combatant

Command/Field Command/A1 (MAJCOM/CCMD/FLDCOM/A1) or SF/S1

equivalent coordination for requests beyond three months.) AFPC/DP2Z facilitates

extension requests IAW AFPC outplacement and extension processes. Total

assignment cannot exceed sixty months.

3.4.2.10. CSLP Training Opportunities. While on a CSLP assignment, employees may be

offered the opportunity to attend additional traditional training utilizing central training

funds.

3.4.2.11. Payment of CSLP Participants.

3.4.2.11.1. Salaries. Salaries for CSLP are funded from either the DAF’s Central

Salary Account or the owning installation.

3.4.2.11.2. GS Quality Step Increases. Quality Step Increases are NOT authorized

while in the CSLP Program because it is a developmental program. CSLP positions

are designed to broaden the skills of high-potential DAF employees for future

enterprise leadership positions. These developmental positions normally last between

36-48 months (with a maximum of 60 months). The individual is expected to be

learning and developing his/her skills during that period of time.

3.4.2.11.3. Performance and Incentive Awards. Annual performance awards are

funded from the Central Salary Account for those whose salaries are derived from

DAF’s Central Salary Account. For salaries funded locally by the owning installation,

all monetary performance and incentive awards are processed and approved locally,

and are paid out of the local installation’s funds. AFPC’s Central Salary Account pays

the incentive award to the CSLP member; however, the organization granting an

incentive award to a CSLP member must contact AFPC/FMY, to complete the

necessary transfer of funds to reimburse the Central Salary Account. Performance

awards must be within the cap as decided annually by the Central Programs office at

AFPC/DP2Z. The Central Salary Account awards guidance will supplement the

overall DAF performance award guidance and instructions. Performance Awards may

22 DAFMAN36-142 4 OCTOBER 2022

take the form of time-off and/or monetary awards. Time-off awards may be approved

by the supervisor and so annotated as part of the appraisal package. Acq Demo payouts

are subject to guidance set forth by the pay pool manager but may not exceed Central

Program monetary caps.

3.4.2.11.4. Overtime. The Central Salary Account does not fund overtime payments,

therefore, the owning installation will fund any approved overtime. The organization

granting overtime must contact AFPC/FMY to complete the necessary transfer of funds

to reimburse the Central Salary Account. Other options include compensatory time or

time for creditable work. If unused compensatory time turns into overtime pay, the

cost will be billed to the organization hosting the CSA employee.

3.4.2.12. Outplacement upon Completion of CSLP Assignment. Outplacement is IAW

AFPC outplacement guidance. The CSLP office will facilitate the employee’s

outplacement with the servicing functional CFT with consideration of the enterprise goals,

needs, and mission requirements in conjunction with the development of the individual.

3.4.2.13. The CFT’s Proactive Efforts. Within the first six months, each participant will

attend an Expectation Webinar. Twelve months prior to graduation, a senior functional

mentor is assigned by the DT Chair. Nine months prior to program graduation, the CFT

will obtain an updated resume and outplacement form. The outplacement form collects the

participant’s goals, desired outplacement position/location, DT vector, and is signed by the

employee and senior mentor. CFTs will engage with senior mentors, FMs, and CFMs to

identify opportunities that best coincide with participant goals, skills, and career field

needs. Upon identifying a position, CFTs will contact the selecting official to coordinate

a management directed reassignment. Other efforts include, but are not limited to, such

activities as: 1) informing the community of upcoming program graduates; 2) issuing

emails to functional leaders and actively marketing the types of series, grade/pay band

levels, and skills of the graduate; 3) sending out information bulletins on list servers about

program objectives, priority placement flexibilities, availability of CBs, 4) involving

mentors or certified coaches, and 5) creating details to fill projected and unanticipated

vacancies. These are just a few options; the intent is to be assertive in using all available

resources in placing the next generation of civilian leaders.

3.4.2.13.1. Nine months prior to the assignment completion date, the functional

community is notified of the need to outplace the employee.

3.4.2.13.2. Six months from the assignment completion date, if no outplacement has

been identified, the CFDP reviews to identify outplacement opportunities.

3.4.2.13.3. The CFT will continually monitor existing/incoming career field fill

requests for which the CSLP participant is qualified. After identifying a match, the

CFT will request an updated resume and provide the document to the selecting official

for consideration. The DT Chair/Co-Chair must endorse the referral.

3.4.2.13.4. The CFTs will coordinate and manage all necessary arrangements such as

PCS orders, release date, and new reporting date in agreement with all involved parties.

3.4.2.13.5. Officials in all career fields who are responsible for filling vacant positions

will give the highest priority (after compliance with any mandated DoD-wide priorities

or local pre-RIF actions) to using a management directed reassignment process to

DAFMAN36-142 4 OCTOBER 2022 23

outplace employees graduating from the CSLP. If the hiring official disagrees with the

proposed outplacement plan, the DT Chair(s) responsible for the vacant position has

final authority to initiate a management directed reassignment of the boarded CSLP

participant to fill the vacant position.

3.4.2.13.6. Guidance on outplacement from a CONUS CSLP assignment to an

overseas location is managed IAW AFMAN 36-204.

3.4.2.13.7. Participant is allowed one declination of an assignment match within the

final six months of the program. Failure to accept a subsequent outplacement

assignment is a violation of the employee’s signed Mobility Agreement and may result

in the employee’s separation from the DAF.

3.4.3. Key Career Positions (KCPs). The civilian workforce is comprised of centrally-

managed and non-centrally-managed positions. Centrally-managed positions consist of career

positions and KCPs. Career positions are transitional for individuals with technical

competency and management skills to move from functional or cross-functional “technical”

experts to functional or cross-functional leaders. KCPs target competencies required at the

strategic leadership level and are vectored through DTs as part of the enterprise process. They

are an integral part of the DAF’s Civilian Position Management Framework depicted in the

DAF Civilian Career Roadmap for Enterprise Leaders at Figure 5.3.

3.4.3.1. KCPs provide the stepping stones for individuals to gain experience that may

qualify them to move from functional or cross-functional experts to functional or cross-

functional leaders. They are frequently filled with high potential career-developed

candidates who have demonstrated a sustained commitment to personal development and

adaptability to change. Candidates have access to centrally-funded development

opportunities to include training and tuition assistance.

3.4.3.2. KCP Requirements. KCPs are positions that are centrally managed by career fields

and are in a major occupational series.

3.4.3.2.1. KCPs require a signed DAF Mobility Agreement, DAF Form 202, agreeing

to DAF-wide mobility, but the career field may decide that outplacement into a follow-

on assignment does not require geographic mobility.

3.4.3.2.2. Assignment length is 36-60 months, but the total assignment cannot exceed

60 months. Any extension of the initial assignment, up to 12 months (e.g., from 36

months to 60 months), requires CFM or designee approval. (T-2).

3.4.3.2.3. KCPs provide critical leadership experiences to assist career fields with

developing their functional leaders.

3.4.3.2.4. Functional DTs vector /approve candidates to fill KCP positions through the

DT process, including out-of-cycle KCP vacancies. If there are no DT-vetted

candidates to fill the KCP, the DT may announce the KCP vacancy via a USAJobs

announcement or alternative slating process. The position may then be filled with a

non-vectored applicant, e.g., through an announcement in USAJobs or alternative

slating process.

3.4.3.2.4.1. CFMs will work with the functional DT Chair to further define criteria

and processes for their KCPs.

24 DAFMAN36-142 4 OCTOBER 2022

3.4.3.2.4.2. The preferred way to fill positions is through the DT slating process.

If there are no candidates available for the DT to approve for the slate, the DT can

identify KCPs via alternative slating processes, internal DAF competitive

certificate, and/or an extension of the certificate to all available DAF internal

eligibility sources on a case-by-case basis. A career field DT, or its designated

selecting official, may make a selection from a competitive certificate. Staffing

teams will announce the vacancy from which to refer qualified candidates to the

CFM or designee for coordination. The CFM will present the referral certificate to

the DT or designated selecting official. A PPP exemption does not apply to KCPs

as they are permanent in nature and subject to continuing requirements. PPP

clearance should be accomplished IAW with guidance found in the PPP Handbook,

Chapter 4, Matching and Filling Positions (See myPers, DoD PPP).

3.4.3.2.4.3. When soliciting DT-vectored candidates, CFTs can execute a separate

alternative slate process, expanding candidate lists for management directed

reassignment consideration and further publicizing career field programs to the

field via vectoring or CD. The methodology used behind creating alternative slates

is at the discretion of the CFT. Use of the most current Career Program Extract is

recommended.

3.4.3.2.5. Assignments. KCPs facilitate employees’ gaining experience at the

operational and strategic levels. Within the operational arena, assignments should

focus on development within a functional community to gain breadth of experience.

This could also be accomplished across occupational lines within a single career field.

At the strategic level, assignments should focus on MAJCOM, CCMD, FLDCOM,

Field Operation Agency (FOA), Joint, or unit experience. Unlike career broadening

positions, KCPs are a permanent part of an organization’s infrastructure but are

centrally managed by the specific career field. Each career field DT, along with the

MAJCOM, FLDCOM, FOA, or unit, will identify position location and work

assignments to be accomplished and are subject to change based on DAF and Career

field needs.

3.4.3.2.6. Overseas Assignments. Employees accepting a KCP assignment at an

overseas location must sign an Overseas Return Agreement IAW the guidance in

AFMAN 36-204. Signing the agreement acknowledges return rights to the

position/location where they were assigned prior to the KCP assignment. Assignment

after completion of an overseas tour is normally accomplished through the exercise of

return rights. However, a KCP requires mobility and recognizes an individual’s skills,

capabilities, and potential for senior-level positions. Outplacement is based on needs

of the DAF and the employee may be placed in a position at the same grade, which

could include an assignment to a different location, to satisfy obligation of the DAF

Civilian Mobility Agreement, DAF Form 202.

DAFMAN36-142 4 OCTOBER 2022 25

3.4.3.3. Outplacement.

3.4.3.3.1. Officials in all career fields who are responsible for filling vacant positions

will give the highest priority (after compliance with any mandated DoD-wide priorities

or local pre-RIF actions) to using a management directed reassignment process to

outplace employees graduating from KCP positions and the following development

programs. In the absence of an agreement by the official responsible for filling a vacant

position with the proposed outplacement plan, the career field DT Chair(s) responsible

for the vacant position shall have final authority to initiate action and fill the vacant

position with the enterprise development program outplacements as described below.

(T-2). Outplacements for CDE/CB/CSLP do not require a competitive hiring/interview

panel. Program participants should be non-competitively placed in their permanent

outplacement position.

3.4.3.3.1.1. In-residence CD is defined as intermediate developmental education

(operational) and senior developmental education (strategic), including

professional military education, the Legislative Fellows Program, RAND, Air

Force National Laboratories technical fellowships, and academic programs.

3.4.3.3.1.2. Employees including boarded CSLP participants, Deputy Directors for

Installation Support, or enterprise CBs in Joint, MAJCOM, CCMD, FLDCOM, and

headquarters positions. Not included are employees who occupy a CSLP position

but were not placed through the boarded process and CBs managed by the

functional authorities.

3.4.3.3.1.3. Boarded CBs managed by the functional authorities.

3.4.3.3.1.4. PAQ or COP program participants.

3.4.3.3.2. The management directed reassignment process may be used to place

program graduates into vacant positions and are exempt from any interview panel

requirements, but may not be used to displace any employee from their current position.

In the event a management directed reassignment is required, the career field DT

Chair(s) responsible for the vacant position has final authority to initiate action and will

fill the vacant position with a DAF development program (e.g., CSLP, CB Program,

long-term training, PAQ, or COP) participant. (T-2).

3.4.3.3.3. The FM/CFM/CFT will ensure outplacement efforts begin one year prior to

completion of the KCP assignment and involve one or more of the activities listed

below.

3.4.3.3.3.1. Must inform career field DT members about incumbents vacating a

KCP.

3.4.3.3.3.2. Will send emails to functional leadership and actively market the types

of series, grade/pay band levels, and skills of the incumbents.

3.4.3.3.3.3. Will send bulletins about program objectives and availability of

individuals outplacing from KCPs to fill projected and unanticipated vacancies.

3.4.3.3.3.4. Will involve senior functional mentors or a certified coach in the

outplacement process if a mentor or coach has been identified.

26 DAFMAN36-142 4 OCTOBER 2022

3.4.3.3.3.5. Will outplace based on DT vectoring.

3.4.3.3.3.6. CFTs will consider employee preferences and the occupational series

and grade/pay band identified in the mobility agreement and will monitor recruit/fill

requests for possible matches. Twelve months prior to graduation, a senior

functional mentor is assigned by the DT Chair. Nine months prior to program

graduation, the CFT will obtain an updated resume and Outplacement Form. The

outplacement form collects the participant’s goals, desired outplacement

position/location, DT vector, and is signed by the employee and senior mentor.

Personal career goals and geographic and assignment preferences should be

considered, but are not guaranteed. Within the final six months of the program,

participant is allowed one declination of an assignment match. If

reassignment/outplacement is not accepted, adverse action, such as a change to

lower grade or removal from employment may be enforced per the mobility

agreement, DAF Form 202, final statement prior to employee’s signature.

3.4.3.3.4. Finalizing the Outplacement. An outplacement should be finalized and all

necessary arrangements such as PCS orders, release date, new reporting date, etc.,

should be settled within six months, but no later than sixty days from the end of the

KCP assignment. In the event a management directed reassignment is required, the

career field DT Chair(s) responsible for the vacant position has the final authority to

initiate action and must fill the vacant position with a boarded KCP participant.

3.4.3.4. Payment of KCP Incumbents.

3.4.3.4.1. Salaries and overtime pay are locally funded, not centrally funded.

3.4.3.4.2. Incentive and annual performance awards are locally funded, not centrally

funded.

3.4.3.4.3. The central PCS account funds the PCS for employees moving into and out

of KCPs (at the GS-12/13/14/15 or equivalent level). KCPs are authorized use of the

Defense National Relocation Program when moving to a CONUS or non-foreign

OCONUS location IAW the Joint Travel Regulations (JTR). The JTR guidance has

been reviewed by the Per Diem, Travel, and Transportation Allowance Committee staff

IAW DoDI 5154.31, Volume 5, Commercial Travel Management: The Per Diem,

Travel and Transportation Allowance Committee (PDTATAC), as PDTATAC Case

RR16001.

DAFMAN36-142 4 OCTOBER 2022 27

Chapter 4

PARTICIPATION

4.1. Career Mobility. Effective force development depends upon filling high-level positions

with highly qualified employees who have a variety of work experiences. This experience may be

acquired at various geographic locations throughout the DAF or at organizations or organizational

levels in the same geographic area. These varied experiences provide employees a range of

challenges and demands that may not be experienced in a single type of position or at only one

installation or organizational level. The career-minded employee should seek such work

experiences in more than one organization or location in a lifetime career. This depth and breadth

of experience may be the factor that makes an employee the best qualified for referral. To attain

appropriate depth and breadth of experience in preparation for the next level of challenges,

employees should remain assigned no less than four years in CONUS centrally-managed positions

(See Figure 5.1 for a sample CONUS Employment Agreement). AFMAN 36-204 provides

samples of OCONUS Employment Agreements. Employees seeking positions with increased

responsibilities are encouraged to apply for promotion(s) and/or make themselves available for

reassignment to fulfill DAF mission needs.

4.1.1. De-emphasis on Geographic Mobility. Breadth and depth of experience are among the

most relevant criteria for selections in civilian hiring and promotions. Therefore, instead of

hiring based on the employee’s record of geographic mobility, selecting officials will evaluate

employee history based on the positions held and expertise developed in each position,

regardless of the position’s geographic location. Sole reliance on prior geographic mobility

will not be a selection factor for hiring and promotions. See AFI 36-202, Civilian Mobility,

for additional guidance regarding mobility. This paragraph does not apply to programs which

require mobility as a condition of employment or assignment (See para 4.1.3.2).

4.1.2. Types of mobility include:

4.1.2.1. Organizational Mobility. Organizational mobility is movement between

organizational levels (e.g., base to MAJCOM/CCMD/FLDCOM); between major

subdivisions within an organizational level; between MAJCOMs/CCMDs/FLDCOMs and

comparable organizations or other major subdivisions within the DAF; and between the

DAF and other components/agencies within the DoD, other federal agencies, or private

organizations. This may or may not involve geographic mobility.

4.1.2.2. Functional Mobility. Functional mobility is movement between specialties or

disciplines within a career field or movement across career fields or to cross-cutting

organizations such as the nuclear enterprise. This may or may not involve geographic

mobility.

4.1.2.3. Geographic Mobility. The organizational and functional types of developmental

mobility may or may not involve geographic mobility, since a variety of assignments are

possible within the same geographic area without changing a place of residence or may be

accomplished remotely. Geographic mobility is a change in permanent duty assignment

from one location to another that requires the employee to undergo a PCS.

4.1.2.4. All ART Officers are subject to guidance for mobility IAW AFRCI 36-111.

28 DAFMAN36-142 4 OCTOBER 2022

4.1.3. Mobility Requirements. When a mobility agreement is necessary, the employee, AFPC,

and/or the servicing Civilian Personnel Section representative sign a written statement of

conditions (See DAF Form 202, DAF Civilian Mobility Agreement).

4.1.3.1. The mobility agreement is a condition of employment and must be signed by the

employee prior to the assignment or prior to making a final job commitment. Geographic

preferences of covered employees for permanent duty station changes shall be considered,

but are not binding on management. When practicable, employees covered by mobility

programs shall be assigned to geographic areas of their preference per guidance IAW DoDI

1400.24, Civilian Mobility Program, para. 6.6).

4.1.3.2. The following DAF positions require mobility as a condition of employment or

assignment:

4.1.3.2.1. Force Renewal. Reference AFI 36-130 for guidance on Pathways Recent

Graduates and PAQ/COP mobility.

4.1.3.2.2. Career Broadening. These positions require a mobility agreement as a

condition of assignment to ensure the positions are vacated after a specified period and

to ensure continuous development of employees.

4.1.3.2.3. Long-term Training. As part of the application package for a long-term

training developmental opportunity, an employee will be required to sign a DAF-wide

mobility agreement, with the exception of attendance at in-residence Air Command and

Staff College, which does not require a mobility agreement unless there is no position

in the local area for the employee to fill upon return following graduation.

4.1.3.2.4. Civilian Strategic Leader Program. As a key leadership development

experiential program, CSLP positions are few in number and require movement of the

employee upon completion of their tenure in the position to ensure a continued flow of

employees.

4.1.3.2.5. Key Career Positions. KCPs are specific, career field-identified, GS-12 to

GS-15 (or equivalent) positions which are a subset of career field centrally-managed

positions that are used to develop critical DAF leadership competencies. Grade

exceptions have been made in some career fields.

4.1.3.2.6. Specific Career Field Positions. Contact the specific CFT for further details

on centrally-managed positions’ mobility requirements.

4.1.3.3. Central Salary Account employees outplacing from Force Renewal and leadership

development programs accepting overseas DoD positions will have return placement

coordinated in conjunction with their CFT to a location based on the needs of the DAF.

Return placement of development programs’ employees will be coordinated based on the

employee’s overseas agreement, mobility agreement, and in conjunction with the PPP and

CFT office.

4.2. Individual Development Plan (IDP). Completion of an IDP is mandatory for all civilian

employees IAW the guidance found in DoDI 1400.25, Volume 410, DoD Civilian Personnel

Management System: Training, Education, and Professional Development. IDP guidance for

DCIPS employees should be IAW AFI 36-1101 and DoDI 1400.25, Volume 2010, DoD Civilian

Personnel Management System: Defense Civilian Intelligence Personnel System (DCIPS)

DAFMAN36-142 4 OCTOBER 2022 29

Professional Development. IDP guidance for CES civilians should be IAW DAFI 36-141.

Coordinate with the Labor Relations Officer to ensure all bargaining obligations are completed

prior to implementation of the mandatory requirement for bargaining unit employees.

4.2.1. IDPs will be used to:

4.2.1.1. Record employee short-term and long-term professional goals.

4.2.1.2. Record employee annual training and development plan to assist in meeting the

employee’s professional goals.

4.2.1.3. Align employee training and development efforts with organizational core values,

mission, and vision.

4.2.1.4. Acquire an understanding of employee strengths and developmental needs.

4.2.2. Applicability.

4.2.2.1. Training and Development. CFTs, supervisors, and employees should utilize IDPs

to identify training and development opportunities for employees, such as tuition

assistance, management development courses, and assignments. For example, the

Financial Management career field maintains a Professional Development website link for

tools and resources at https://fmonline.ousdc.osd.mil/Professional/Professional-

Development.aspx.

4.2.2.2. Management and Leadership Development. IDPs may be used for management

and leadership development of the civilian workforce, which is an essential component of

long-term mission readiness. The DAF Civilian Career Roadmaps at Figure 5.3 and

Figure 5.5 outline civilian development expectations throughout the civilian career and

should be used when identifying training and development opportunities to be included on

the annual IDP. The experiential and training/development programs prepare the civilian

workforce for functional/cross-functional expert/leader positions or enterprise leader

positions. The annual CD education call provides the opportunity for DAF-wide

nominations and includes the selection criteria for the programs offered via the DAF

centrally-funded CD portfolio.

4.2.2.2.1. Employees who accept a CB developmental assignment must agree to

pursue the objectives and activities specified in the IDP and core personnel document.

4.2.2.2.2. The career field FM/CFM/CFT will ensure IDPs outline the knowledge,

skills, abilities, and competencies to be gained through the CB assignment, along with

the methods of development, applicable references, and estimated hours/months

required for attaining or improving proficiency in each competency.

4.2.2.2.3. When DT vectors are used to fill CB positions, career fields must publicize

that positions will be limited to candidates who submit an IDP and receive a vector

from the DT. (T-2). When open to temporary promotion candidates, the FM/CFM/CFT

will ensure the vacancy announcement includes the requirement to submit an IDP, and

will identify if a resume is required. (T-2). The announcement should also direct

applicants to contact their CFT for specific information.

30 DAFMAN36-142 4 OCTOBER 2022

4.2.2.3. Key Career Positions. At the direction of the DT, a CFM may require KCP

candidates to submit a resume in addition to an IDP as part of the selection process. The

CFT will ensure this requirement is stated in the vacancy announcement. (T-2). At a

minimum, CFMs must accomplish notification using multiple communication methods

such as: Automated Message System robot messages, listserves, newsletters, bulletin

boards, websites, webinars, and other available means.

4.2.2.4. Civilian Strategic Leader Program. Formal IDPs are required for CSLP

developmental positions which typically last 36 months. The IDP must be maintained

through the length of the program.

4.2.2.5. Workforce Analysis and Management Advisory Service. Career fields may utilize

IDP data to conduct workforce analysis and reports to senior leadership.

4.2.3. Completing IDPs.

4.2.3.1. It is highly recommended that IDPs be completed via the automated MyVector

IDP tool. Additionally, organizations, employees, and supervisors must comply with any

further guidance from AF/A1C related to the mandatory IDP requirement (including format

and/or automated tool).

4.2.3.2. Employee IDPs should be developed concurrently with the individual’s annual

performance plan and should be reviewed during each feedback session.

4.3. Currency and Accuracy of Employee Data. Employees are required to complete all

mandatory training requirements IAW guidance outlined in DAFI 36-2670. Employees are also

ultimately responsible for ensuring the accuracy of their data in the civilian personnel data system

and must review their records periodically to make certain their education, training, awards, etc.

are properly documented and they have an accurate and updated resume. Employees are able to

use the MyBiz+ Self Service module to update certain information in their personnel record to

include: licenses, occupational certifications, education, training, work information (phone

number, email address, physical work address), home phone number, disability code, ethnicity and

race category, language, and emergency contact information.

4.3.1. Acquisition Professional Development Program (APDP). Certifications entered in

MyBiz+ by employees are not automatically updated in the DCPDS acquisition certification

data fields. Employees should use the ACQNOW website to review current certifications,

records, and requirements. The ACQNOW site is automatically updated as requirements are

completed at https://acqnow.atrrs.army.mil/Home/Dashboard.

4.3.2. Education Changes. Updates/changes to an employee’s education by the employee are

listed as “Self Certified.” For positions which require positive education (a specific degree or

24 hours of related coursework), employees are responsible for ensuring their transcripts are

on file for review to prove qualifications are met. Employees can submit education, license,

language, and occupational certifications and get additional information by going to the

myPers website and searching for “Self Service.”

4.3.3. Employee Resume. Employees may be asked to submit resumes in support of career

field and force development processes, such as nominations for training and development,

selection/assessment boards, competency assessments, or upon request by selecting officials

for competitive referrals. Additionally, employees may submit a comprehensive resume, via

DAFMAN36-142 4 OCTOBER 2022 31

myPers, that is profiled in their electronic Official Personnel File and can be used for Human

Resources purposes such as to verify qualifications for a management-initiated reassignment

or RIF.

4.4. Affirmative Employment Program Planning. SAF/MRQ issues guidance in this area.

32 DAFMAN36-142 4 OCTOBER 2022

Chapter 5

FILLING POSITIONS

5.1. Filling Centrally-managed Positions. The servicing staffing team must follow the career

field approved procedure when filling centrally-managed positions and IAW DAFMAN 36-203,

Staffing Civilian Positions.

5.1.1. Promotion Panel Responsibilities. Functional promotion panels or workgroups will

develop DAF-wide merit promotion criteria and assessments for centrally-managed positions

in their career field. (T-2). CFMs must annually review the results of the application of the

assessments and make adjustments to them to ensure their currency. Over time, they must

ensure that assessments reinforce the technical, business, and leadership competencies outlined

in the career field’s developmental career roadmaps. They also must assure that, taken as a

whole, assessments are logical, consistent, fair, represent the expectations of the career field,

and support enterprise force development objectives. The CFMs must identify, approve, and

validate promotion criteria and assessments for non-centrally-managed positions in their

individual career fields.

5.1.2. Defense Civilian Intelligence Personnel Management System (DCIPS). DCIPS has

special authorities for compensation and filling positions, details, and promotions; however,

standard career field promotion plans and assessments are used. Refer to AFI 36-1101 for

guidance.

5.1.3. Air Force Office of Special Investigations (AFOSI). Refer to AF Office of Special

Investigations Instruction (AFOSII) 36-203, Staffing AFOSI Civilian Positions.

5.1.4. Air Reserve Technician (ART). Headquarters, Air Force Reserve Command, Civilian

Personnel (HQ AFRC/A1C) has authority and responsibility for filling positions, details,

reassignments, and promotions for ART officer positions.

5.2. Methods of Filling Positions.

5.2.1. Career Field Actions. Centrally-managed positions are filled through both competitive

and non-competitive methods. In most instances, the movement of a person into a centrally-

managed position is in the best interest of the DAF. There may be some cases where a paid

PCS would not be necessary to fill a centrally-managed career field position. A temporary

change of station might be appropriate in some scenarios.

5.2.1.1. The Civilian Personnel Section can help identify which positions may be filled

with local candidates based on local market conditions (i.e., existing pool of local

employees, prevalence of retired military, unemployment in the area, etc.). If local market

conditions provide a sufficient pool of candidates, the gaining organization must clearly

identify on the request for personnel action that a paid PCS is not in the best interest of the

government. (T-1). Examples include, but are not limited to:

5.2.1.1.1. A civilian personnel office in the San Antonio, TX area is filling a GS-0201-

12, Human Resource Specialist (Civilian Personnel Section Chief) position. A

government-funded PCS may not be in the best interest of the DAF due to the

overwhelming GS-0201-11/12 population in the local commuting area.

DAFMAN36-142 4 OCTOBER 2022 33

5.2.1.1.2. A GS-2010-12 Logistician position at Hill AFB, TX needs to be filled. A

government-funded PCS may not be in the best interest of the DAF due to the

overwhelming GS-2010-11/12 population in the commuting area.

5.2.1.2. There could be other compelling reasons that a PCS move is not in the interest of

the government, but rather in the interest of the employee. In such cases, the DAF must

not fund the PCS. Examples of PCS moves not in the best interest of the government may

include, but are not limited to:

5.2.1.2.1. Employee completes the DAF OCONUS service agreement document IAW

DAFI 36-2670, but for personal reasons remains at OCONUS location for more than

six months without requesting/obtaining the commander/civilian equivalent approval

to extend the time limit for beginning return PCS travel.

5.2.1.2.2. Employee has not completed all 48 months of dwell time per DAF CONUS

Employment Agreement form (see Figure 5.1) and does not meet eligible waiver

requirements for a second DAF-funded move.

5.2.2. Officials in all career fields who are responsible for filling vacant positions will give

the highest priority (after compliance with any mandated DoD-wide priorities or local pre-RIF

actions) to using a management directed reassignment process to outplace employees

graduating from the following enterprise development programs (T-2):

5.2.2.1. In-residence CD, which is defined as intermediate developmental education

(operational) and senior developmental education (strategic), including professional

military education, the Legislative Fellows Program, RAND, Air Force National

Laboratories Technical fellowships, and academic programs.

5.2.2.2. Boarded CSLP participants. This does not include employees who occupy a CSLP

position but were not placed through a boarded process.

5.2.3. Area of Consideration (Competitive).

5.2.3.1. The normal area of consideration for all locally- and centrally-managed permanent

non-bargaining unit positions (that are not KCPs or are not funded through the Central

Salary Account) will include all available external and internal eligibility sources IAW

DAFMAN 36-203 and for DCIPS, AFI 36-1101.

5.2.3.1.1. No prior approval for this expanded area of consideration will be required

from the CFTs for centrally-managed positions.

5.2.3.1.2. Check with local civilian personnel offices for status of bargaining unit

positions.

5.2.3.1.3. If the position has been approved and advertised as being suitable for being

accomplished from a remote location, the area of consideration could be CONUS-wide.

5.2.3.2. Exceptions to the area of consideration will be limited to positions subject to the

DT process, Career Broadening/CSLP/force renewal outplacements, and placements to

minimize adverse action (displaced employees).

34 DAFMAN36-142 4 OCTOBER 2022

5.2.3.3. Expanding the area of consideration to include DoD, transfer eligibles, and

applicants with prior competitive status will provide optimum flexibility for management

and allow the flow of high-quality candidates across component lines, to include CCMDs,

with regards to diversity of background, experiences, demographics, and perspective.

5.2.3.4. An expanded area of consideration is not warranted if the CFT determines

qualified area of consideration candidates are available. In this case, the FM/CFM/CFT

will ensure that an external recruit fill personnel action is not approved. (T-2).

5.2.3.5. The servicing staffing team will conduct the fill actions in support of temporary

appointments, term appointments, and details. They will also fill encumbered positions

upgraded by classification, as defined in DAFMAN 36-203.

5.2.4. Exempting Positions from the Career Field Referral Process. When a special one-time

exemption from filling a position through normal career field processes is necessary, the

organization will submit an e-mail request through their Civilian Personnel Section and

MAJCOM/CCMD/FLDCOM to the CFT, along with justification, to exempt the position from

the career field’s central referral process. (T-3). The CFT will route the request to the career

field FM, or designee, for approval. (T-2).

5.3. Requesting Fill Action.

5.3.1. Servicing Staffing Team. Once career field and DT vector priorities are cleared, AFPC’s

servicing staffing team will begin the fill process.

5.3.2. Clearance of the PPP will be accomplished IAW with DAFMAN 36-203.

5.3.3. Clearing Career Field Priorities. In addition to observing all statutory and regulatory

placement priorities, individual career fields may also establish procedures for the

consideration and placement of certain types of employees in advance of normal methods of

filling centrally-managed positions. Examples of such career field priorities include:

outplacement of employees completing a CB assignment; employees completing long-term

training and other formal training/development programs such as the CSLP; or KCP

assignment. If the CFT determines a vectored outplacement candidate from a

training/development program is available and qualified, the FM/CFM/CFT will ensure that a

recruit fill personnel action is not approved without CFT approval.

5.4. Methods for Filling Unique Positions.

5.4.1. Joint or Unified Command Positions. DAF CFTs will centrally manage positions in

Joint or Unified Commands for which the DAF is the executive agent. (T-2). The FM or

designee may grant exceptions to this guidance.

5.4.2. Referral by the servicing staffing team will be the sole source of internal and external

candidates for permanent fill actions of centrally-managed positions. (T-3).

5.4.3. If a staffing need is identified to utilize an Office of Personnel Management or

Delegated Examining Unit/Examining Office certificate and the career field approves, AFPC’s

servicing staffing team will utilize the assessment approved by the CFT. (T-3).

5.4.4. The FM/CFM/CFT will ensure that the processes outlined in paragraph 5.3 are

followed. (T-3).

DAFMAN36-142 4 OCTOBER 2022 35

5.5. Missed Consideration from a Referral Certificate. The FM/CFM/CFT will work with the

HR specialist/staffing to ensure that individuals receive priority referral if consideration was

denied due to errors in the civilian personnel system database or other administrative errors beyond

the candidate’s control. (T-3). If the administrative error is discovered prior to a selection from a

referral certificate, candidates who missed consideration are referred on a supplemental certificate.

If a selection has been made and a job offer extended and accepted, the FM/CFM/CFT will work

with the HR specialist/staffing to ensure that priority consideration is granted. (T-3).

5.6. Overseas Employment. Guidance on overseas employment and return placement programs

as they relate to employees in centrally-managed positions is found in AFMAN 36-204. For

DCIPS employees, follow the guidance in AFI 36-1101.

5.7. PCS and Waivers to Service/Employment Agreement. An employee in a centrally-

managed position is assigned to a specific activity, i.e., permanent duty station. Locally funded

moves are not covered in this publication.

5.7.1. CONUS Assignments. Employees under a service agreement (DD Form 1618,

Department of Defense (DoD) Transportation Agreement Transfer of Civilian Employees to

and within the Continental United States (CONUS)), must complete a minimum of 12 months

IAW the JTR, para. 054910. The basis of the restriction is the prudence and cost associated

with moving an employee twice within a 12-month period (JTR, paras. 053701, 053705, and

053706). The DAF requires a minimum 48-month tour length for employees in CONUS

centrally-managed positions before being eligible for another DAF-funded PCS. The 48-

month tour length incorporates the minimum JTR 12-month requirement (see Figure 5.1

CONUS Employment Agreement). This does not apply to CD programs (Education, CB,

CSLP, and KCP).

36 DAFMAN36-142 4 OCTOBER 2022

Figure 5.1. CONUS Employment Agreement.

5.7.1.1. Employee in Month 1-12: Basis for Waivers/Release for CONUS Tour (Service)

Agreement/DAF Employment Agreement (JTR, para. 054912).

5.7.1.1.1. The reasons beyond the employee’s control that are acceptable to the DAF

for release from the Service Agreement/Employment Agreement are listed in Figure

5.1 (JTR, para. 054912).

DAFMAN36-142 4 OCTOBER 2022 37

5.7.1.1.2. The JTR, para 054912, references the commanding officer/designee of the

assigned activity as determining an acceptable reason for release. 48-month DAF dwell

time waivers for centrally-funded positions may be approved by MAJCOM/A1s or

equivalent (including USSF equivalents) IAW the JTR. MAJCOM approved moves

are funded from MAJCOM/Wing (or USSF equivalents) budgets.

5.7.1.1.3. A second paid move is considered not in the best interest of the DAF if:

5.7.1.1.3.1. An equally qualified civilian employee is available in the commuting

area of the activity concerned.

5.7.1.1.3.2. The losing activity does not agree to the transfer.

5.7.1.1.3.3. A civilian employee pursues, solicits, or requests a position change

resulting in a geographic move from one Permanent Duty Station (PDS) to another

because the transfer is for the civilian employee’s convenience and benefit, not in

the Government’s best interest. In that case, the gaining activity must formally

advise the civilian employee, at the time it extends an offer, that the transfer is in

the civilian employee’s interest, not in the Government’s interest, and that the

Government does not pay the PCS expenses.

5.7.1.1.3.4. This policy does not preclude a civilian employee from accepting a

position, but it may cause the civilian employee to relocate at personal expense.

(See JTR 053706, para A).

5.7.1.2. Employee in Months 1-12 – JTR Exceptions to Move Limitation – Centrally-

funded PCS. The following moves are exceptions to the 12-month move limitation (JTR,

paras. 053701, 053705, and 053706):

5.7.1.2.1. Employee (or re-employed former employee) is affected by RIF/transfer of

function.

5.7.1.2.2. Employee has a move in connection with a DoD Component-directed

placement.

5.7.1.2.3. Employee moves from actual residence to a new PDS after exercising return

transportation rights from an OCONUS PDS under an OCONUS tour agreement,

provided the employee was not furnished PCS allowances in connection with the return

to the actual residence.

5.7.1.3. Employee in Months 1-12 – Waiver and PCS Processing Steps. This process

involves an employee with a basis for release from an existing service agreement/DAF

employment agreement IAW para 5.7.1.1 and whose move is one of the exceptions listed

in Figure 5.1 The selecting official for a centrally-managed position at the new duty station

must follow the steps below. (T-3).

5.7.1.3.1. Will provide an explanation of why the proposed transfer is in the interest of

the Government. (T-3).

5.7.1.3.2. Will provide a signed statement that an equally qualified employee is not

available within the commuting area of the activity concerned and that the losing

activity agrees to the transfer. (T-3).

38 DAFMAN36-142 4 OCTOBER 2022

5.7.1.3.3. Will describe efforts that were made to find a candidate who would not

require a waiver. (T-3)

5.7.1.3.4. Will submit the package to the servicing Civilian Personnel Section at the

new location who will provide the waiver recommendation to the commander/designee

at the assigned duty location for coordination. (T-3).

5.7.1.3.5. Waiver request package is forwarded to the applicable CFT Chief for review

to ensure the supporting documentation supports the waiver request.

5.7.1.3.6. The CFT Chief must forward the request package to the FM/DT Chair, or

designee, for concurrence/non-concurrence and coordination. (T-2). A concurrence

must articulate that: 1) the waiver is in the best interests of the career field; 2) the need

to select the employee outweighs the additional cost of a second PCS; and 3) supporting

documents show sufficient efforts were made to locate a candidate most qualified for

the position who would not require a waiver.

5.7.1.3.7. If the FM/DT Chair, or designee, does not concur, the package will be

returned to the selecting official with notice of the decision.

5.7.1.4. Employee in Months 1-12 – Financial Effect Waiver.

5.7.1.4.1. An approved waiver releases the employee from all financial liabilities

associated with failure to complete the service agreement (DD Form 1618, DOD

Transportation Agreement Transfer of Civilian Employees to and within CONUS).

5.7.1.4.2. If a waiver is not approved and the employee fails to complete the terms of

the service agreement (DD Form 1618), the employee will be in violation of the

agreement (JTR, para 054913). (T-3). The employee must reimburse the government

the costs paid for relocation expenses based on that service agreement and is not

eligible for subsequent travel and transportation allowances. (T-3).

5.7.1.4.3. A service agreement violation includes failure to:

5.7.1.4.3.1. Meet/comply with the conditions specified in an agreement for reasons

unacceptable to the DAF.

5.7.1.4.3.2. Report for duty.

5.7.1.4.3.3. Return to the country/geographic locality in which the home of record

(actual residence) is located in connection with a renewal agreement.

5.7.1.5. Employee with Service Agreement Waiver Request – No PCS in Months 1-12.

The employee who has not met the full 12 months of a Service Agreement must submit the

request through the supervisor and servicing Civilian Personnel Section who will obtain

the local commander’s/designee’s recommendation for final approval. (T-3).

5.7.1.6. Employee in Months 13- 48 – Waivers/Release – DAF Employment Agreement

DAF-funded PCS.

5.7.1.6.1. Basis for waiver and PCS funding. DAF will not require a formal waiver

approval process when the basis for the release is for any of the below-listed reasons.

Any other basis will be reviewed and coordinated with the Civilian Personnel Section.

5.7.1.6.1.1. Employee is separated as a result of RIF.

DAFMAN36-142 4 OCTOBER 2022 39

5.7.1.6.1.2. Employee is called to active duty or enlistment in the Armed Forces.

5.7.1.6.1.3. Employee is selected for permanent or temporary promotion within

13-48 months of last PCS (CONUS ONLY).

5.7.1.6.1.4. OCONUS returnees who have completed their prescribed JTR tour

length.

5.7.1.6.1.5. Employee is participating in centrally-funded CD programs where

PCS is required as part of the program, provided the employee has met the

minimum 12 months of the JTR requirement.

5.7.1.6.1.6. Release for the government’s convenience (e.g., separation because of

physical/mental disqualification, lack of skill to perform duties for which recruited

or any other duties to which the employee could be assigned). An employee

separated because of illness induced by misconduct or because of misconduct is not

separated for the government’s convenience.

5.7.1.6.1.7. Employee made a humanitarian request for tour curtailment.

Verification of the nature and extent of the “unforeseen emergency” or “extreme

personal hardship” must be received from a reliable and trustworthy source such as

private, state, or local welfare agencies; an attending physician; or a legally binding

document.

5.7.1.6.2. Employee in Months 13-48 – Waiver-PCS Processing Steps. If waiver of the

DAF Employment Agreement is based on reasons not listed in paragraphs of § 5.7.1.,

the selecting official must coordinate the waiver package with the servicing owning

MAJCOM/Wing or USSF equivalent for consideration/approval. (T-3).

5.7.1.6.3. Employee in Months 13-48 – Effect of Disapproved DAF Employment

Agreement Waiver/Release – DAF PCS. If the employee has not completed months

13-48 of the DAF Employment Agreement, the employee does not incur any financial

liability. However, the employee is not eligible for a centrally-funded PCS before the

end of the 48-month period.

5.7.1.7. ART Officer Career Management Program. HQ AFRC/A1C manages the program

and is the approval authority for PCS and service agreement waivers. Submit questions

and forms to Air Force Reserve Command/Staffing Oversight and Workforce Management

(AFRC/A1CS) workflow: [email protected].

5.7.2. OCONUS Assignments. An employee appointed/transferred to an OCONUS position

is required to complete a prescribed tour of duty (JTR, § 0501) at the OCONUS PDS for return

travel and transportation allowances. (JTR § 0549, and paras 053701 and 054907). The

employee executes a service agreement (DD Form 1617), (JTR para 0504904) for the

applicable situation, based on employee status (JTR, para 054904) and IAW the applicable

Overseas Employment Agreement in AFMAN 36-204. The employee obligation is a minimum

of 12 months to avoid financial obligations for the sole purpose of moving to the overseas

location. To obtain eligibility for return travel and transportation allowances, the member must

remain for the prescribed tour, unless there is an AFPC/DP2Z-approved waiver or release from

the service agreement (DD Form 1617). Release must be an acceptable reason for release as

outlined in the JTR. (T-0). AFPC will fund PCS for approved waivers. (T-2).

40 DAFMAN36-142 4 OCTOBER 2022

5.7.2.1. Employee under Required Tour Length Agreement (DD Form 1617) – Basis for

Waivers/Release – More than One PCS. See JTR, paras 053701, 053705, 053706, and

054912.

5.7.2.1.1. Reasons Beyond Employee Control – Acceptable to DAF for Release (JTR,

para 054912). The following are applicable IAW the JTR, para 054912.

5.7.2.1.1.1. The employee’s immediate presence is required in the geographic

locality in which the actual residence is located because of an unforeseen

emergency. Actual residence is explained in the JTR, para 054903.

5.7.2.1.1.2. Completion of the agreed tour/service/employment agreement would

result in extreme personal hardship because of circumstances beyond the

employee’s control, such as conditions seriously affecting the health, welfare, and

safety of the employee; serious illness or death in the immediate family, as defined

by the JTR, Appendix A; or the imminent breakup of the family group. For

verification requirements involving “extreme personal hardship” see para

5.7.2.1.1.4 A “pre-existing” medical condition may not be viewed as a qualified

element for an acceptable reason for tour release. Falsification of facts in

connection with employment is not a reason beyond the employee’s control.

5.7.2.1.1.3. There are significant changes in the employee’s employment situation

or loss of economic benefits such as:

5.7.2.1.1.3.1. A significant salary loss resulting from a downgrading of the

grade level the employee accepted upon assignment.

5.7.2.1.1.3.2. A significant loss in OCONUS quarters allowance payments

resulting from a downgrade as distinguished from a reduction in quarters

allowance payment which may be reduced for other reasons.

5.7.2.1.1.4. Verification. The nature and extent of the “unforeseen emergency” or

“extreme personal hardship” must be established to the determining official’s

satisfaction. Verification must be received from a reliable and trustworthy source

such as private, state, or local welfare agencies; an attending physician; or a local

cleric IAW the JTR, para 054912.

5.7.2.1.2. Release due to transfer to other departments/agencies. See para 5.7.1.1.2.

5.7.2.2. OCONUS Employee Performing Prescribed Tour with More Than One Planned

PCS – Waiver Processing Steps. This process involves an OCONUS employee who has

been selected for a position that requires a funded PCS and/or return travel and

transportation allowances and release from an existing service agreement/Overseas

Employment Agreement. Follow the steps outlined in para 5.7.1.3 as well as the guidance

for details about service agreements IAW the JTR, para 054904.

5.7.2.3. When assigned overseas, this mobility agreement does not entitle employee to a

higher home leave earning rate as described in 5 Code of Federal Regulations Part

630.604(a)(1), Earning Rates.

5.7.2.4. Basis for OCONUS Waiver and PCS Funding. DAF will require a waiver approval

process when the basis for the release is beyond employee control – Acceptable to DAF

for Release (JTR) to include following para 5.7.1.6.1.

DAFMAN36-142 4 OCTOBER 2022 41

5.8. PCS Funding and Allowances.

5.8.1. Each career field will have a pre-approved list of designated positions which includes

title, grade, and series of centrally-managed positions and KCPs. The centrally-funded PCS

account funds a relocation to fill positions specifically identified by each career field in

advance of funds obligation. The civilian PCS account centrally funds the following moves

and related expenses:

5.8.1.1. Move of a DAF employee selected for a centrally-managed position, either from

a referral certificate or through a management-initiated assignment, where approved in

advance by the FM or designee.

5.8.1.2. Move of an individual selected from a certificate for a centrally-managed position

if the person is a current Federal employee.

5.8.1.3. First-duty station move for an external reinstatement eligible applicant. First-duty

station moves under 50 miles might not be approved, but will be determined on a case-by-

case basis following guidance in the JTR, para 054801. (GSBCA 16417-RELO).

5.8.1.4. Return PCS when the Civilian PCS Account funded the move of an employee to

an overseas location or U.S. territory, except where the employee is selected for a position

offering reimbursement of authorized PCS expenses.

5.8.1.5. Return move of an employee who retires overseas when the Civilian PCS Account

funded the initial overseas move.

5.8.1.6. Temporary quarters subsistence expense and miscellaneous expenses of an

employee returning from another component in an overseas area or a U.S. territory to a

stateside centrally-managed position, including those affected by the PPP.

5.8.2. DAF organizations must provide funding to cover all PCS costs that result from

decisions to implement programmatic actions involving ramp-ups, stand-up of new

organizations, reorganizations, realignments, and military-to-civilian or contractor-to-civilian

conversions requiring a career field PCS action. (T-1). Organizations are responsible for

programming the cost and providing funding to implement all policy and operational, training,

and resource requirements relating to their force-shaping actions. (T-1). This guidance applies

to future programmatic actions approved in the Corporate Structure without PCS costs factored

into the original decision and to actions self-initiated by the organization or functional

leadership that impact the centrally-managed Civilian PCS Account. Exceptions require

AF/A1 pre-approval.

5.8.3. Allowances.

5.8.3.1. House Hunting Trip. For eligible employees (JTR, para 0540), DAF authorizes

employees and/or their spouse a maximum of five (5) days, including travel days, to search

for permanent housing at the gaining PDS. If a house is found in less than five days, the

employee should return to their current PDS.

5.8.3.2. Temporary Quarters Subsistence Expense (TQSE). For eligible employees (JTR,

para 0542), DAF authorizes TQSE for employees as follows:

5.8.3.2.1. Within CONUS Moves. Authorized a maximum of 30 days TQSE and the

individual may select Lump Sum or Actual Expense reimbursement method.

42 DAFMAN36-142 4 OCTOBER 2022

5.8.3.2.2. Overseas Returnees (Includes non-foreign overseas returnees). Employees

are authorized 30 days TQSE-Lump Sum or 60 days TQSE-Actual Expense

reimbursement methods. Actual Expense TQSE shall be limited to only the time

temporary lodging is required. The employee cannot change the TQSE method after

travel begins. (JTR, paras 054204 and 05206). (T-0).

5.8.3.2.3. Extending TQSE (Actual Expense) Past the Initial Period. The criteria shall

be uniformly applied. The authorizing/order-issuing official must determine there are

compelling reasons to continue occupying temporary quarters. (T-3). Extensions are

not automatic and will only be granted on a case-by-case basis and in situations where

there is a demonstrated need for additional time due to circumstances beyond the

employee’s control and that are acceptable to the DAF. Circumstances that exist at the

time of transfer, such as high cost of housing, high interest rates, or a poor housing

market may not be sufficient to warrant extending the TQSE (Actual Expense) period.

JTR, para 054206, lists examples of compelling reasons or circumstances which might

be considered beyond the employee’s control, although they are not all-inclusive.

AFPC/FMY ([email protected]) is the authorizing/order

issuing official for all CFTs except the ART Officer Career Management Program,

which is managed by AFRC/A1C. To clearly demonstrate the need for a TQSE

extension, the employee must submit the following information and documentation to

the authorizing/order issuing official: (T-3).

5.8.3.2.3.1. Date employee reported for duty at the new PDS.

5.8.3.2.3.2. Date employee began TQSE.

5.8.3.2.3.3. Date employee’s dependents began occupying temporary quarters and

qualifying for TQSE.

5.8.3.2.3.4. Number of TQSE days initially authorized.

5.8.3.2.3.5. Number of days taken for house hunting trip, if any.

5.8.3.2.3.6. Anticipated date permanent quarters will be occupied.

5.8.3.2.3.7. Number of days’ extension requested.

5.8.3.2.3.8. Copy of contract to purchase or lease permanent quarters showing

closing or occupancy date.

5.8.3.2.3.9. If request is based on delay in household goods delivery, include a

statement from the Traffic Management Office showing date of Household Goods

pickup and anticipated date of delivery/receipt. If applicable, this should also

include a statement explaining the delay in delivering out of temporary storage.

5.8.3.2.3.10. If request is based on delay in processing mortgage application, a

statement from the mortgage company showing the date the employee applied for

the mortgage, the normal processing time, and the reason for the delay. An

extension request due to a closing date originally scheduled outside the initial

TQSE period is not a valid request since the employee had an option to enter into a

contract knowing the initial period of TQSE would expire prior to the final

transaction.

DAFMAN36-142 4 OCTOBER 2022 43

5.8.3.2.3.11. Other supporting documentation as deemed appropriate by the

employee or agency.

5.8.3.3. Waiver process for Real Estate Time Extensions beyond the One-Year Period

(Two-Year Maximum). DAF may grant an extension if extenuating circumstances

prevented the sale/purchase transaction to be completed within the one-year time period

and the delayed transaction is reasonable related to the PCS IAW guidance in the JTR,

paras 053607, 054305, 054501, 054502, and 054503.

5.8.3.3.1. Employee has a one-year time limit that begins on the date the employee

physically reports for duty at the new permanent duty station and ends on the one-year

anniversary of the report-for-duty date IAW guidance in the JTR, paras 053607,

054305, 054501, 054502, and 054503. For example, the one-year time limit for an

employee who physically reports for duty on Wednesday, 6 November 2022, is 6

November 2023.

5.8.3.3.2. Waiver requests will be addressed case-by-case; the DAF has broad

discretion about whether to approve a waiver. The waiver applicant must explain, in

detail, why the extenuating circumstances caused the delay, i.e., what made the

transaction completion unavoidable within the one-year period. The employee must

submit supporting documentation with the waiver request to AFPC/DP2Z, the

authorizing/order issuing official, prior to the expiration of the initial one-year period.

Send to the workflow [email protected]. AFPC/DP2Z

is the authorizing/order issuing official for all Career Fields except the ART Officer

Career Management Program, which AFRC/A1C manages. Example: to support a

waiver request based on a depressed housing market as the “extenuating circumstance,”

the DAF should consider, and the applicant should address with supporting

documentation, whether the decline in the housing market was as severe as the

employee suggested.

5.9. PCS Relocation Services. DAF is authorized to offer relocation services to eligible

employees IAW guidance in the JTR, para. 053608. The DoD National Relocation Program

(DNRP), for which the U.S. Army Corps of Engineers is the DoD Executive Agent, provides

services through third-party contractors. The National Relocation Program Office located in the

U.S. Army Corps of Engineers Baltimore District Real Estate Division administers the program.

The DNRP Program Guide (Handbook) is available at:

http://www.nab.usace.army.mil/BusinessWithUs/RealEstate/DNRP.aspx. Destination

services are available to all CFT centrally-managed employees who PCS, regardless of grade.

Services include finding a home and mortgage counseling. The Guaranteed Home Sale Service

depends on the employee’s grade and meeting eligibility qualifications.

5.9.1. Eligibility. The program is available to current Federal employees who meet any of

these eligibility requirements and have a qualifying PCS tour IAW the JTR.

5.9.1.1. Open to all centrally-managed GS-12 and above (and equivalents) after 60-day

self-marketing period.

5.9.1.2. Selected for DAF Senior Leader positions that include Senior Executive Service,

Senior Leader, Scientific or Professional (ST), and Defense Intelligence Senior Executive

Service.

44 DAFMAN36-142 4 OCTOBER 2022

5.9.2. Qualifying Tour Considerations.

5.9.2.1. The move must be from one location to another in the U.S. (including Alaska,

Hawaii, and the District of Columbia), or in a non-foreign area, such as the Canal Zone

area, or a U.S. territory or possession (e.g., Guam).

5.9.2.2. An employee who returns from a completed tour of duty from a foreign permanent

duty station and is reassigned/transferred to a different CONUS or non-foreign OCONUS

permanent duty station, other than Guaranteed Home Sale.

5.9.2.3. Various employees are not eligible, e.g., a new appointee, those assigned under

the Government Civilian Employees Training Act (5 U.S.C. §4109), and civilian

employees transferring between foreign PDSs are ineligible for property management

services (JTR, para 054602).

5.9.3. Guaranteed Home Sale and Residence Criteria. These criteria are defined in the DoD

National Relocation Program Guidelines (DNRP Handbook),

http://www.nab.usace.army.mil/BusinessWithUs/RealEstate/DNRP.aspx. The

employee’s residence (former residence for overseas returnees from a foreign area) must meet

requirements IAW the JTR, para 053608, and the residence must be:

5.9.3.1. Located in the U.S., including U.S. territories and possessions.

5.9.3.2. Employee’s principal residence from which the employee regularly (daily)

commutes to and from work at the time the employee was officially notified of transfer

(receipt of PCS orders).

5.9.3.3. Subject of title held by employee, eligible immediate family member(s), or

dependent(s) at the time employee was officially notified of the transfer.

5.9.3.4. Improved real estate, owned and used by employee, including a townhouse or

condominium, which is insurable, financeable, and structurally complete, including

construction, plumbing, and electricity. The home must conform to local building code

requirements for resale.

5.9.3.5. In compliance with state/local building, health, fire, and/or safety codes.

5.9.3.6. Exclusion. Mobile homes, houseboats, or any other structure located on land

owned by someone other than the employee and/or one or more eligible immediate family

member(s) or dependent(s), or not permanently affixed to land, are not eligible for

Guaranteed Home Sale, nor is cooperative housing (DNRP Handbook, § 7, para. II.).

5.9.3.7. The maximum home value for which home sale services are payable is currently

$750,000 (JTR, paras 0546 and 054601).

5.9.3.7.1. Waiver request for maximum home value. Submit the following

information to the AFPC/DP2Z workflow,

[email protected]:

5.9.3.7.1.1. Home purchase documents showing purchase date and price.

5.9.3.7.1.2. Tax-assessed value for the designated area.

5.9.3.7.1.3. Comparable sales listing.

DAFMAN36-142 4 OCTOBER 2022 45

5.9.3.7.1.4. Historical and projected market trends.

5.9.4. DNRP Guaranteed Home Sale – DAF Pre-Enrollment 60-Day Listing of Property.

5.9.4.1. DAF requires an eligible employee who elects to enroll in Guaranteed Home Sale

to market the home for sixty (60) days (from the date of listing) prior to enrollment.

Following the DAF-imposed 60-day marketing period, and once the employee is enrolled,

DNRP requires an eligible employee to market the home for an additional sixty (60) days

prior to accepting the Guaranteed Home Sale offer.

5.9.4.2. The listing agreement must include an exclusion clause to allow the employee to

cancel the agreement without incurring a broker’s commission should the employee elect

to accept the appraised value offer. The clause also permits the employee to assign an offer

to the contractor relocation company to relieve the employee of the responsibility of closing

the sale with the buyer. An employee who receives an acceptable offer for the property

based on appraisal fair market values within the 60-day DAF-imposed pre-enrollment

marketing period will not be enrolled in DNRP Guaranteed Home Sale. (T-1). Instead,

DAF will reimburse the employee for the home sale based on the employee’s authorization

for real estate benefits on the PCS orders IAW the JTR, para 054607.

5.9.5. Guaranteed Home Sale/DNRP Enrollment Time Limit.

5.9.5.1. An eligible employee must elect to use Guaranteed Home Sale and complete the

sale transaction prior to the one-year real estate time limit IAW the DNRP Handbook, § 3,

para III. The DNRP program office will not consummate sale transaction beyond the one-

year time period for real estate transactions. It is the employee’s responsibility to seek a

waiver to the one-year time limit period for real estate transactions with evidence of

extenuating circumstances that the DAF finds acceptable due to unavoidable

circumstances. See para 5.8.3.3 for details regarding waiver requests for one-year limit

on real estate sale/purchase transactions.

5.9.5.2. Due to Guaranteed Home Sale marketing requirements and administrative

processing timelines, an eligible employee should enroll not later than 120 days before the

one-year expiration date to allow time for DAF-imposed 60-day home marketing plus the

60-day DNRP-required home marketing plus completion of sale transactions.

5.9.6. Guaranteed Home Sale Application Procedures. An employee who meets eligibility

requirements must navigate to the DNRP web address:

http://www.nab.usace.army.mil/BusinessWithUs/RealEstate/DNRP.aspx and select the

DNRP Online Relocation Services Request Form. (T-0).

5.9.6.1. Eligible employees are required to complete human resource point of contact

information on the DNRP Online Relocation Services Request Form. Applicants funded

by AFPC must cite the point of contact’s name listed in block 28, Item G, of the PCS order

and include the e-mail address [email protected].

5.9.6.2. ART Officer Career Management Program applicants must cite the point of

contact name provided by AFRC/A1CS staff and include the point of contact’s email

address.

5.9.6.3. All applications are to be submitted to the DNRP office and the applicant is to

provide: 1) a copy of the Listing Agreement (if already available); 2) an Addendum to

46 DAFMAN36-142 4 OCTOBER 2022

Listing Agreement from the DNRP website; and 3) a copy of the PCS order authorizing

Relocation Services.

5.9.6.4. The DNRP office provides an auto-generated e-mail application to the orders

approving official (AFPC/FMY or AFRC/A1CS) who processes the action (e.g., adds fund

citation) and returns the approved application to the DNRP office for further action with

one of the contractor companies. In turn, a DNRP services counselor contacts the

employee and explains the available services.

5.9.6.5. Guaranteed Home Sale Residential Sale. For sale situations involving a divorce

or separation, or title held with other than an eligible family member of dependent, contact

AFPC/FMY or AFRC/A1CS for ART Officers for further information regarding limited

pro rate reimbursement, following guidance IAW the JTR, para 054501.

5.9.7. Home Marketing Incentive Payment. For employees with PCS orders that reflect an

entrance on duty date on or after 1 March 2014, DAF does not authorize use of the Home

Marketing Incentive Payment. Alternatively, homeowners may use the DNRP Guaranteed

Home Sale after marketing the residence for 60 days, or they may use the Real Estate

entitlement for reimbursement of allowed closing costs during a residence sale IAW the JTR,

para 054501.

5.9.8. Property Management Services. An employee transferring to a centrally-managed

position, who meets the DNRP Guaranteed Home Sale eligibility requirements, may select

Property Management services in lieu of Guaranteed Home Sale. An employee may self-

procure through a rental agency and be reimbursed for standard property management fees,

limited to 10% of the monthly rental amount or up to 10% of established monthly rental value

following guidance IAW the JTR, para 054602. The DAF ordering, authorizing, or

authenticating official may approve Property Management services. Property Management

services for a civilian employee transferred to a permanent duty station in the CONUS or non-

foreign OCONUS are limited to one year from the civilian employee’s transfer effective date

(JTR, para 054604). An employee who elects to use Property Management services may later

sell the residence within the applicable time limits (JTR, paras 054501 and 054604). However,

an employee may not use Guaranteed Home Sale pursuant to the same PCS orders. The

reimbursement amount an employee receives for the sale of a residence may not exceed the

maximum amount allowed (JTR, paras 054501, 054504, 054505, and 054506) less the amount

paid for Property Management services. If the amount paid for Property Management services

equals/exceeds the maximum amount allowed, then no reimbursement is allowed for the

residence sale (JTR, para 054604).

5.10. Career Field Team Training and Development Course Listing. The myPers website

provides courses managed, nomination due dates, specific eligibility criteria, and application

procedures for all training and development opportunities managed by the CFTs.

5.11. Civilian Career Planning.

5.11.1. DAF Civilian Talent Management Model. The DAF Civilian Talent Management

Model (see Figure 5.2) illustrates that DAF civilians join the workforce from a variety of

different sources and are assessed into the civilian workforce at differing levels. Some enter

as interns directly from high school or a college/university, while others may enter the civilian

workforce following military service. Civilians are also recruited from other government

DAFMAN36-142 4 OCTOBER 2022 47

agencies or the private sector. They may be hired into the civilian workforce for a General

Schedule job in a professional “white-collar” occupational series, a Federal Wage Grade “blue-

collar” position, or a position within an alternate pay system (Acq Demo, Cyber Excepted

Service, etc.). Many civilians initially come into the workforce needing to develop their

expertise, technical skills, and competencies. The DAF needs many of its civilians to become

functional experts with a deep technical knowledge in their chosen field. DAF also needs a

subset of this group of civilians who aspire to be DAF enterprise-wide leaders. In the past,

DAF focused civilian development expectations primarily on those aspiring to be enterprise

leaders. However, DAF recently recognized that there are many civilians who are not focused

on being enterprise-wide leaders, but are doing exceptional work and aspire to be the best

functional or cross-functional expert/leader they can be. This awareness of different civilian

goals, coupled with the realization that DAF both VALUES and NEEDS both functional

experts/leaders and enterprise leaders, led to the development of a new framework for

developing civilians, referred to as the “Civilians We Need” Career Model.

Figure 5.2. DAF Civilian Talent Management Model.

5.11.2. DAF Civilian Career Roadmaps. The 2020 Racial Disparity Review and a 2020 RAND

study “Advancement and Retention Barriers in the U.S. Air Force Civilian White Collar

Workforce: Implications for Demographic Diversity” highlighted certain perceived attributes

48 DAFMAN36-142 4 OCTOBER 2022

in the DAF civilian career development model that were identified as potential barriers to

advancement for certain race/ethnicities and gender. Some of these perceived barriers were

tied to the expectation for enterprise-wide leaders. However, as mentioned, many civilians

aspired to be functional experts/leaders in their chosen location and the DAF realized that the

career developmental expectations needed review. In order to promote greater diversity and

enhance retention, and in recognition of the fact that the DAF needs BOTH civilian enterprise

leaders as well as functional experts/leaders, the DAF created a new “Civilians We Need”

Career Model. This model emphasizes the importance of both enterprise leaders and functional

experts/leaders in the DAF civilian workforce. The enterprise track is designed to provide a

broad base of development for those who aspire to enterprise leader (e.g., SES track) positions.

The enterprise track emphasizes depth and breadth of experience within and outside one’s

functional field, to include cross-functional and Joint assignments. The functional

expert/leader track is designed to provide development for those who aspire to be steeped in

their functional expertise and provide continuity for the workforce. This track emphasizes

technical expertise, institutional memory, and functional breadth within one’s technical field.

5.11.2.1. The DAF Civilian Career Roadmap for Enterprise Leaders and the DAF Civilian

Career Roadmap for Enterprise Leaders - Definitions and Acronyms (see Figure 5.3 and

Figure 5.4) and the DAF Civilian Career Roadmap for Functional Experts/Leaders and the

DAF Civilian Career Roadmap for Functional Experts/Leaders – Definitions and

Acronyms (see Figure 5.5 and Figure 5.6) provide dual-track career development options

for DAF civilians. The roadmaps serve as guides to career decision-making based on

whether the employee aspires to development and preparation for DAF enterprise

leadership roles up to the Senior Executive Service-level, or prefers development designed

to prepare for roles which provide deep functional expertise and senior leadership within a

given functional area. Both roadmaps are based on the DAF foundational competencies of

Developing Self, Developing Ideas, Developing Others, and Developing Organizations.

Each roadmap highlights the appropriate developmental options dependent upon one’s

respective grade level, with proficiency levels ranging from tactical/basic to

operational/intermediate to strategic/advanced/expert. Each roadmap also groups

developmental opportunities within the grade levels to identify the various types of

experience, education and training, and leadership options that are appropriate and

encouraged at any given career point.

5.11.2.1.1. DAF Civilian Career Roadmap for Enterprise Leaders. This roadmap is

designed to build DAF enterprise leaders and is for civilians seeking career progression

into leadership roles up to, and possibly including, the Senior Executive Service. It

illustrates choices across the tactical, operational, and strategic levels in the areas of

experience, education and training, and leadership development. This roadmap begins

by establishing a strong technical foundation in the early stages of the career, which is

then complemented by gaining breadth later in the career through geographic and

organizational mobility. The broader perspective gained through this experience and

development supports the overall DAF enterprise, rather than just a single functional

area. See Figure 5.3, DAF Civilian Career Roadmap for Enterprise Leaders and

Figure 5.4, DAF Civilian Career Roadmap for Enterprise Leaders – Definitions and

Acronyms.

DAFMAN36-142 4 OCTOBER 2022 49

Figure 5.3. DAF Civilian Career Roadmap for Enterprise Leaders.

50 DAFMAN36-142 4 OCTOBER 2022

Figure 5.4. DAF Civilian Career Roadmap for Enterprise Leaders - Definitions and

Acronyms.

5.11.2.1.1.1. The Experience section shows the organizational levels and types of

positions to seek in preparation for gaining the appropriate work experiences to

develop a solid basis for potential career growth within the Enterprise career path.

At the tactical level, the experience is focused on gaining technical proficiency in

a primary discipline. At the operational level, additional technical depth is obtained

while also seeking breadth in the primary functional area of expertise. At the

strategic level, the member obtains advanced technical expertise and pursues

additional breadth, which may extend beyond functional lines.

5.11.2.1.1.2. The Education and Training section reflects formal education,

professional military education, certification(s), and leadership training

opportunities to seek in order to enhance potential career growth, in addition to

experience gained in various positions at increasing levels of performance. There

are five distinct rows in this section corresponding to formal education, functional

training, leadership training, certifications, and professional military education

respectively. Each row reflects progressive levels of training throughout the career.

5.11.2.1.1.3. The Leadership section identifies options an employee should pursue

to build leadership skills that will increase competitiveness and qualifications for

Enterprise leadership roles, especially when combined with the individual’s

experience and education and training.

DAFMAN36-142 4 OCTOBER 2022 51

5.11.2.1.2. DAF Civilian Career Roadmap for Functional Experts/Leaders. This

roadmap is designed to build functional experts and leaders. It is for civilians who

aspire to become deep technical experts within their chosen field and/or aspire into

functional-specific leadership roles up to and possibly including Senior Leader,

Scientific, or Professional leader positions. It illustrates choices across the basic,

intermediate, and advanced/expert levels in the areas of experience, education and

training, and leadership development. This roadmap includes opportunities for

civilians to consider if they want to build solid technical proficiency early in their career

while seeking increasing levels of knowledge and expertise within a given functional

area as the career progresses. The experiences, education and training, and leadership

development emphasis in this model supports positions serving as a functional expert

or a functional leader, rather than an enterprise-wide leader. See Figure 5.5, DAF

Civilian Career Roadmap for Functional Experts/Leaders and Figure 5.6, DAF

Civilian Career Roadmap for Functional Experts/Leaders – Definitions and Acronyms.

Figure 5.5. DAF Civilian Career Roadmap for Functional Experts/Leaders.

52 DAFMAN36-142 4 OCTOBER 2022

Figure 5.6. DAF Civilian Career Roadmap for Functional Experts/Leaders – Definitions

and Acronyms.

5.11.2.1.2.1. The Experience section shows the organizational levels and types of

positions to seek in preparation for gaining the appropriate work experience to

develop a solid basis for potential career growth within one’s functional area.

5.11.2.1.2.2. The Education and Training section reflects the possible education,

certification(s), and technical experience and leadership opportunities to seek in

order to enhance potential career growth at increasing levels of job performance.

There are five distinct rows in this section corresponding to formal education,

functional training, leadership training, certifications, and professional military

education respectively. Each row reflects progressive levels of training throughout

the career.

5.11.2.1.2.3. The Leadership section identifies options an employee should pursue

to build leadership skills within a functional area of expertise in order to enhance

qualifications and competitiveness for functional expert/leader roles, especially

when combined with the individual’s functional experience and education and

training.

5.12. Career Field Chapters and Roadmaps. Each career field will utilize the overarching DAF

enterprise and functional expert/leader roadmaps as the starting point to build a tailored version of

the roadmaps for their career field and will reflect its desired career field-specific experience,

education and training, and leadership development. Career field-specific roadmaps will be

modeled after the DAF “Enterprise Leaders” and “Functional Experts/Leaders Roadmaps”. See

DAFMAN36-142 4 OCTOBER 2022 53

Figures 5.3, 5.4, 5.5, and 5.6 CFMs will work with cross-functional representatives and the CFTs

to develop and maintain their respective career field chapters and career planning roadmaps for

progression toward enterprise leadership or functional/cross-functional expert/leadership

positions. Career field chapters and their respective career roadmaps will be hosted in MyVector.

When used in conjunction with the DAF Career Roadmaps, each civilian and their supervisor will

have the tools necessary to plan for a successful career and to develop a meaningful annual IDP

that facilitates their growth and development. The mandatory annual IDP requirement for civilians

serves as documentation of the individual’s career goals IAW their chosen career path (enterprise

leader or functional expert/leader). For IDP information, see section 4.2.

5.13. Funding. The DAF centrally funds selected key training and development opportunities for

career fields. The Force Development Integration Division (AF/A1DI) will be the program

element manager for all DAF civilian training funds, and they will provide AFPC with budget

authority for their programs. (T-1). AFPC’s Resource Section submits budgets and financial plans

based on requirements developed by individual CFTs as well as the needs of other centrally-

managed programs. CFTs and other centrally-managed programs prioritize their training

requirements and submit their requests through AFPC’s Resource Section, which processes those

requests, pays training providers, and tracks overall training funds.

5.14. Repayment of Training Funds. All individuals selected for a CD program will sign a

training agreement prior to participating in the program. Employees who fail to either attend or

successfully complete scheduled training must reimburse the DAF for all training costs (excluding

salary) associated with their attendance. AFPC/DP2Z will serve as the approval authority for any

requests to waive this requirement.

5.15. Short-Term Training. Short-term training consists of training for less than 120

consecutive duty days accomplished either in government or non-government facilities.

5.16. Long-Term Training. Long-term training is full-time, in-residence, off-the-job training

that consists of more than 120 consecutive duty days accomplished in either government or non-

government facilities. The intent of long-term training is to develop selected employees in order

to keep the DAF abreast of professional, managerial, technical, and scientific achievements.

Available programs include, but are not limited to, those offered through CD (i.e., professional

military education, fellowships, and specific college graduate programs). They may also include

attendance at the AF Institute of Technology graduate programs, Education with Industry, or

programs tailored to the specific needs of a career field.

5.17. Civilian Development. Most long-term civilian education and development is offered

through the CD office, IAW DAFI 36-2670. CD provides developmental education, programs,

assignments, and leadership opportunities that prepare civilian Airmen and Guardians to anticipate

and successfully meet challenges across the wide range of DAF operations and missions. These

programs expand participants’ knowledge and increase their understanding of the role of air, space,

and cyberspace power. CD positively impacts retention of high-potential leaders and future

leaders, and is a mission-centered approach the DAF uses to care for and invest in its people.

Examples include professional military education programs, academic and fellowship programs,

experiential programs and assignments, leadership seminars, and short-term programs. Civilian

Airmen and Guardians selected for CD opportunities are not expected to perform the daily duties

normally associated with their jobs while in full-time training status. In the case of development

opportunities that require placement into an assignment (e.g., CSLP and the Legislative Fellows

54 DAFMAN36-142 4 OCTOBER 2022

Program) the incumbent is expected to perform the daily duties of the job to which they are

assigned for development. Course participation is intended to be their full-time job until

graduation. This holds true for both in-residence and virtual courses. This does not apply to

courses designated as “distance learning” or courses the individual is expected to complete outside

of duty hours. Temporary duty costs for CD participants are centrally funded. Salaries of

individuals selected for long-term training through CD are funded through the Central Salary

Account, enabling local management to fill behind the selectee during the period of long-term

training. All eligible DAF employees may apply for these programs.

5.17.1. Eligibility. Participation in CD programs is limited to DAF civilians in permanent

positions. Temporary, Term, and Indefinite/Military Spouse employees are not eligible.

Although dual-status military technicians in the Air National Guard are generally ineligible,

ARTs are eligible for certain short-term seminars. In addition to program-specific grade and

application requirements, a minimum of two years of federal service is required for eligibility

for almost all CD programs. The two years of required federal service can be from any federal

agency or federal appropriation, to include military, non-appropriated fund, appropriated fund,

or a combination thereof. Individuals applying to long-term (10 months or more in length)

programs must have served in their current position for at least one year to participate.

Individuals who are located in CONUS will be required to PCS to a CONUS location prior to

participating in a long-term program. Individuals selected to participate in the Legislative

Fellows Program will be officially reassigned to a position in the Legislative Liaison Office

(SAF/LL), as a GS-0301 Legislative Fellow. Additional information about eligibility for each

CD program is available on the myPers Force Development page.

5.17.2. Competitive Selection. Nominations for CD are solicited annually, typically near the

start of the calendar year. Employees must submit applications (to include self-nomination,

resumes, and endorsements) through MyVector. The DT is responsible for recommending

specific courses, rank-ordering applicants for various programs, and providing meaningful

outplacement assignments upon graduation. Nominees are then evaluated by a board of senior

leaders. Applications for DT-approved programs are reviewed by leaders within the functional

community; applications for Boarded programs are evaluated by senior executives and general

officers representing various functional communities. These boards rate candidates for

selection and determine which courses or developmental opportunities, if any, are appropriate

for the applicants at their current career stage.

5.17.3. Continued Service Agreements (CSA). A CSA may be required for programs and

courses per guidance IAW DAFI 36-2670. An employee selected for training that requires a

CSA must sign the agreement prior to starting the training in order to proceed with training.

The period of service is based on two factors: 1) Training length and 2) cost of training,

including direct (tuition and materials) and indirect costs (travel and per diem). These two

factors may be assessed independently or together to determine the length of service owed.

The length of service will equal at least three times the length of training, with a maximum

CSA of 36 months. The employee’s salary will not be included (See Table 1). The CSA goes

into effect the first duty day following completion of the program or course and is transferable

to another federal agency should the employee leave DAF employment. An unfulfilled CSA

obligation requires prorated payback for training costs (excluding salary). AFPC/DP2Z will

serve as the approval authority for any requests to waive payback costs associated with a

broken CSA. A breakout of centrally-managed programs and their CSA requirements can be

DAFMAN36-142 4 OCTOBER 2022 55

found on myPers on the Civilian Force Development page. Current standard service

commitments for CD are as follows:

Table 5.1. Continued Service Agreement Table.

General Table

Cost of training is

under $5,000 and / or

under 80 hours

No CSA Required

Cost of training is

$5,000 to $20,000

and / or 80 to 120 hours

Service Obligation

required - 3 months

Cost of training is

$20,001 to $50,000

and / or 120 to 240 hours

Service Obligation

required - 12 months

Cost of training is

over $50,000 and / or

over 240 hours

Service Obligation

required - 36 months

5.17.4. Relocation incentives are not authorized for selectees or participants of CD programs.

(T-1).

5.17.5. Mobility Agreements. The CFDP decided to require a PCS for certain long-term

programs, including those located in the National Capital Region (NCR) and those that are 18

or more months in duration. Mobility agreements are required at the time of application for

such CD programs. Participants are required to reside in the local area prior to participating in

the assigned program. This reinforces the deliberate intent to have participants outplace within

the local area upon completion of the program. Requests to waive this PCS requirement will

not be widely approved and must be submitted to the Deputy AF/A1 for consideration. Other

CD programs may or may not require a mobility agreement at the time of application.

However, as part of the application process, the DT may require the applicant to sign a mobility

agreement prior to forwarding the application for further consideration. Applicants declining

to sign a mobility agreement will not incur a penalty, but the application will be pulled and not

forwarded for further consideration. Selectees who are serving in OCONUS locations must

also PCS to CONUS before the start of their long-term CD program. Information regarding

the mobility agreement requirements for CD programs may be found on the myPers Force

Development page.

5.17.6. Long-Term Training Follow-on Assignment. Employees attending long-term training

through CD are expected to outplace to a different position in which they can best utilize their

newly acquired skills and meet the mission needs of the DAF. On the CD application, the

endorsing official recommends an appropriate follow-on assignment. If outplacement from a

CD program is intended to be at a specific location (e.g., the National Capital Region), the

follow-on assignment recommendation needs to reflect that intent. The DT validates the

recommendation or recommends an alternative outplacement assignment. The CFT and DT

are responsible for the outplacement of the employee. CFTs identify the outplacement

assignment, in coordination with the functional authority. To the maximum extent possible,

56 DAFMAN36-142 4 OCTOBER 2022

this should be done in coordination with the CD participant. These outplacements may or may

not include other formal developmental opportunities such as a CSLP assignment, CB

assignment, or a KCP.

5.17.7. Backfilling Positions of Long-Term Training Selectees. If outplacement from a CD

program is intended to be at a specific location (e.g., the National Capital Region), the

recommendation needs to reflect that intent. Once the individual departs for training, the

organization may permanently backfill the position.

5.17.8. Declinations, Deferments, and Removal Requests. Declinations, deferments, and

removal requests will be considered on a case-by-case basis. The following are potential

reasons for approval, without penalty, for declining, withdrawing, or deferring participation:

5.17.8.1. Mission Essential. AFPC/DP2Z will serve as approval authority for mission

essential considerations. The approval authority will normally approve a mission essential

request if the employee’s program participation would have an adverse mission impact.

Strong justification from the employee and the employee’s first-level supervisor is

required.

5.17.8.2. Humanitarian. AFPC/DP2Z will serve as approval authority for humanitarian

considerations. The approval authority may approve a humanitarian request under the

conditions below, although other factors could be considered. Humanitarian requests

generally include circumstances or events beyond the employee’s control that were not

known prior to application.

5.17.8.2.1. The recent death of a spouse or child or children.

5.17.8.2.2. The terminal illness of a family member when death is imminent. A

supporting note from the attending physician is required.

5.17.8.2.3. A serious financial problem that is beyond the control of the employee

(e.g., the loss of a home or possession through fire, theft, or natural disaster.)

5.17.8.3. Declinations/Withdrawals. Employees requesting to decline/withdraw from a

CD program must contact the AFPC CD office. If a select declines prior to beginning the

program because they are leaving the DAF and will no longer meet the requirement that

participants occupy a DAF position, then the declination request is required and no penalty

will be assessed.

5.17.8.3.1. DT-Approved Programs. DT-approved programs are those for which

selections are made at the DT level. Once program selections are approved by AF/A1,

declining or withdrawing from a DT-approved program incurs a penalty. Information

regarding penalties for withdrawing or being removed from CD programs can be found

on the myPers Force Development page. Requests to withdraw/decline without penalty

must be submitted via memo on unit letterhead, contain justification for the

declination/withdrawal, must be signed by the employee, and must contain

concurrences and signatures from the first-level supervisor and the CFT Chief. The

request will be routed and coordinated, with final approval/disapproval authority

residing with AFPC/DP2Z. The CD office requires approved waiver documentation to

support a declination/withdrawal without penalty. An employee who

DAFMAN36-142 4 OCTOBER 2022 57

declines/withdraws from a DT-approved program without penalty waiver approval will

incur the associated program’s penalty.

5.17.8.3.2. Boarded Programs. Boarded programs are those for which selections are

made at the DAF CD Board level. Once program selections are approved by AF/A1,

declining or withdrawing from a boarded program incurs a penalty. Information

regarding penalties for withdrawing or being removed from CD programs can be found

on the myPers Force Development page. Requests to withdraw/decline without penalty

must be submitted via a memo on unit letterhead, contain justification for the

declination/withdrawal, be signed by the employee, and must contain concurrences and

signatures from the first-level supervisor, the CFT Chief, and the DT Chair. The

request will be routed and coordinated, with final approval/disapproval authority

residing with AFPC/DP2Z. The CD office requires approved waiver documentation to

support a declination/withdrawal without penalty. An employee who

declines/withdraws from a Boarded CD program without penalty waiver approval will

incur the associated program’s penalty.

5.17.8.3.3. Removal for Cause. When a request from the institution or the participant’s

management, DT, or organization is made to remove a civilian from any CD program

for cause, that request must be submitted to the CD office and may require

approval/disapproval by AFPC/DP2Z. documentation must be filed in the individual’s

971 or official personnel file before action can be taken to remove them for cause. The

individual will remain assigned to the selected program until a final decision is

rendered; if possible, course dates may be adjusted within the AY to accommodate the

process. If removal is approved, the employee will incur the associated program’s

penalty, along with any other penalties stipulated by the schoolhouse. Additionally,

the employee will be unable to apply for that particular program again in the future.

Penalty waiver requests associated with removal for cause will not be accepted.

5.17.8.4. Deferments. Deferments are authorized for long-term Boarded CD programs.

Deferments for other programs will be considered on a case-by-case basis. Management

and/or individual deferment requests for mission essential or humanitarian reasons must be

supported with reasonable justification. All deferment requests must be submitted to the

CD office as soon as possible after the potentially justifying circumstances arise. Requests

to defer must be submitted via a memo on unit letterhead, contain justification for the

deferment, be signed by the employee, and contain concurrences and signatures from the

first-level supervisor, the CFT Chief, and the DT Chair. The request will be routed and

coordinated, with final approval/disapproval authority residing with AFPC/DP2Z. Only

one approved deferment is authorized and deferments are to the next AY, to the same

program which the individual was selected to attend. If the individual is unable to attend

during the next AY, the individual will incur the penalty associated with that program,

unless a penalty waiver request is submitted through the same process described for the

deferment request.

5.17.8.5. Program Penalties. For specific CD program penalties, contact the CD office or

refer to the current AY CD Nomination Data Call messaging.

58 DAFMAN36-142 4 OCTOBER 2022

Chapter 6

ACQUISITION PROFESSIONAL DEVELOPMENT PROGRAM (APDP)

6.1. Concept. The Defense Acquisition Workforce Improvement Act (DAWIA), 10 USC Chapter

87, provided centralized management and professional development, education, training, and

career opportunities to the acquisition workforce. In order to maintain the highest professional

standards among acquisition workforce members, requirements in education, training, and

experience were established for every type of acquisition position. The requirements are listed in

Chapter 10 of AFI 63-101_20-101, Integrated Life Cycle Management, and AFI 36-1301,

Management of Acquisition Key Leadership Positions. Specific information may be found on the

Acquisition (SAF/AQ) APDP website.

6.2. CFT Roles. The Acquisition-related CFTs within AFPC are responsible for ensuring

DAWIA and DoD requirements are applied in the competitive processes for centrally-managed

acquisition positions; performing quality reviews of records of employees certified to ensure

consistency across command lines; and answering or resolving questions concerning creditable

experience or training. CFTs must ensure the legal requirements of DAWIA are met when filling

acquisition positions. (T-2). DAWIA requirements that should be met for acquisition positions

include the appropriate APDP Back-to-Basics Framework requirements in the correct six

functional disciplines, Acquisition Corps membership for critical acquisition positions, and

statutory requirements for key leadership positions. DT Chairs may require CFT review of waiver

requests prior to submission to the Director of Acquisition Career Management.

DAFMAN36-142 4 OCTOBER 2022 59

Chapter 7

GRIEVANCES, COMPLAINTS, AND ADVERSE ACTIONS

7.1. Employee Complaints. Personnel offices will ensure that all complaints, grievances, and

appeals concerning career field issues or centrally-managed positions receive the coordination and

approval of the respective DT Chair prior to final action. (T-3). Equal Employment Opportunity

complaints regarding administration of career field issues are handled IAW AFPD 36-27, Equal

Opportunity (EO), and DAFI 36-2710.

7.2. Settlement of Disputes. Commanders/civilian equivalents will ensure that settlement

negotiations in a local dispute involving a career field’s policies or positions receive the

coordination and approval of the career field’s DT Chair and AFPC’s Director, as well as the

review of the local Staff Judge Advocate, prior to finalizing the agreement. (T-1).

Commanders/civilian equivalents will ensure that settlement agreements without this required

approval are not processed until approval is received. This includes the placement of an individual

into a centrally-managed position as part of the settlement agreement. CD positions are required

to obtain organizational return rights and a Command endorsement. The documents will be in the

form of an agreement between the applicant, his/her current supervisor, Commander, or

organization’s SES, and the cognizant HR Representative.

7.3. An Employee in a Centrally Managed Program Position. An employee in a CB, Force

Renewal, CSLP, or KCP who becomes the subject of disciplinary or adverse action, may be

removed from the CD program. If the employee is removed from the CD position, the participant’s

administrative return rights will be invoked. If a program is not completed, then reimbursement

of that program may be required. Mobility Agreement/Administrative Return Rights are required.

An employee recruited from a non-foreign area for assignment outside the CONUS is granted

statutory return rights.

60 DAFMAN36-142 4 OCTOBER 2022

Chapter 8

PROGRAM EVALUATION

8.1. Periodic Evaluation. Periodic evaluations will be accomplished by FCs or FMs and each

FAC. (T-2).

8.2. Self-evaluation. Self-evaluation by AFPC and CFTs is based on an analysis of progress in

meeting stated FAC or Executive Board objectives, to include defining customer requirements,

analyzing performance of work processes, and implementing measures to streamline and

continuously improve personnel management servicing.

JOHN A. FEDRIGO, SES, SAF/MR

Principal Deputy Assistant Secretary

(Manpower and Reserve Affairs)

DAFMAN36-142 4 OCTOBER 2022 61

Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

Public Law 95-454, Civil Service Reform Act of 1978

5 Code of Federal Regulations Part 630.604 (a)(1)

5 USC, Chapter 41, § 4109, Training

5 USC, § 552a, Privacy Act of 1974

10 USC Chapter 87, Defense Acquisition Workforce Improvement Act (DAWIA), 3 January 2012

Executive Order 9397, Numbering System for Federal Accounts Relating to Individual Persons,

22 November 1943, amended as EO 13478, 18 November 2008

DoDD 5000.01, The Defense Acquisition System, 9 September 2020

DoDD 5000.02, Operation of the Adaptive Acquisition Framework, 7 January 2015

DoDI 1400.24, Civilian Mobility Program, Certified current as of 1 December 2010

DoDI 1400.25, Volume 410, DoD Civilian Personnel Management System: Training, Education

and Professional Development, 25 September 2013 with Change dated 2 August 2021

DoDI 1400.25, Volume 1800, DoD Civilian Personnel Management System: DoD Priority

Placement Program (PPP), 1 March 2019

DoDI 1400.25, Volume 2005, DoD Civilian Personnel Management System: DCIPS

Employment and Placement, Change 3, effective 11 January 2022

DoDI 1400.25, Volume 2010, DoD Civilian Personnel Management System: Defense Civilian

Intelligence Personnel System (DCIPS) Professional Development, 9 December 2012

DoDI 5154.31, Volume 5, Commercial Travel Management: The Per Diem, Travel and

Transportation Allowance Committee (PDTATAC), 16 October 2015

Joint Travel Regulations (JTR), Current Edition dated 1 March 2022

DoD Priority Placement Program Handbook, November 2019

AFPD 36-1, Appropriated Funds Civilian Management and Administration, 18 March 2019

DAFPD 36-26, Total Force Development and Management, 15 April 2022

AFPD 36-27, Equal Opportunity (EO), 18 March 2019

AFI 33-322, Records Management and Information Governance Program, 23 March 2020

AFI 36-130, Civilian Career and Developmental Programs, 27 September 2019

AFI 36-202, Civilian Mobility, 19 August 2019

AFI 36-1101, Defense Civilian Intelligence Personnel System (DCIPS), 20 March 2019

AFI 36-1301, Management of Acquisition Key Leadership Positions, 23 July 2019

AFI 36-1401, Civilian Position Classification, 2 January 2019

62 DAFMAN36-142 4 OCTOBER 2022

AFI 63-101_20-101, Integrated Life Cycle Management, 30 June 2020

AFOSII 36-203, Staffing AFOSI Civilian Positions, 5 June 2019

AFRCI 36-111, Air Reserve Technician (ART) Officer Career Management Program, 7 January

2021

DAFI 13-504, Nuclear Mission Professional Development, 23 November 2021

DAFI 33-360_DAFGM2021-1, Publications and Forms Management, 21 July 2021

DAFI 36-141, Cyber Excepted Service, 3 August 2022

DAFI 36-2710_DAFGM2021-01, Equal Opportunity Program, 2 September 2021

DAFI 36-2670_DAFGM2020-03, Total Force Development, Reissued 12 October 2021

AFMAN 36-204, Overseas Employment, 25 March 2019

DAFMAN 36-203, Staffing Civilian Positions, 31 October 2021

DAFMAN 90-161, Publishing Processes and Procedures, 15 April 2022

Prescribed Forms

None

Adopted Forms

DAF Form 847, Recommendation for Change of Publication

DAF Form 202, Department of the Air Force Civilian Mobility Agreement

DD Form 1617, Department of Defense (DoD) Transportation Agreement Transfer of Civilian

Employees Outside CONUS (OCONUS)

DD Form 1618, Department of Defense (DoD) Transportation Agreement Transfer of Civilian

Employees to and within Continental United States (CONUS)

Abbreviations and Acronyms

AFI—Air Force Instruction

AFMAN—Air Force Manual

AFOSI—Air Force Office of Special Investigations

AFPC—Air Force Personnel Center

AFRC—Air Force Reserve Command

APDP—Acquisition Professional Development Program

ART—Air Reserve Technician

AY—Academic Year

CADP—Civilian Associate Degree Program

CB—Career Broadener (a person)/Career Broadening (a program)

DAFMAN36-142 4 OCTOBER 2022 63

CCMD—Combatant Command

CD—Civilian Development

CF—Career Field

CFDP—Civilian Force Development Panel

CFM—Career Field Manager

CFT—Career Field Team

CLEP—College Level Examination Program

CONUS—Continental United States

COP—COPPER CAP Intern Program

CSA—Central Salary Account

CSLP—Civilian Strategic Leader Program

DAF—Department of the Air Force

DAFI—Department of the Air Force Instruction

DAFMAN—Department of the Air Force Manual

DAFPD—Department of the Air Force Policy Directive

DANTES—Defense Activity for Non—Traditional Education Support

DAWIA—Defense Acquisition Workforce Improvement Act of 1990

DCIPS—Defense Civilian Intelligence Personnel System

DCPDS—Defense Civilian Personnel Data System

DE—Developmental Education

DNRP—DoD National Relocation Program

DoD—Department of Defense

DoDD—Department of Defense Directive

DoDI—Department of Defense Instruction

DP2Z—AFPC Talent Management Division

DSST—DANTES Subject Standardized Tests

DT—Development Team

EO—Executive Order

FLDCOM—Field Command

FA—Functional Authority

FAC—Functional Advisory Council

FM—Functional Manager

64 DAFMAN36-142 4 OCTOBER 2022

FOA—Field Operating Agency

GS—General Schedule

HAF—Headquarters Air Force (includes the Air Force Secretariat and Air Staff offices)

HSB—Human Resource Management Strategic Board

IAW—In Accordance with

IDP—Individual Development Plan

JTR—Joint Travel Regulations

KCP—Key Career Position

KNB—Key Nuclear Billet

MAJCOM—Major Command

NGB—National Guard Bureau

OCONUS—Outside the Continental United States

O&M—Operating and Maintenance

OPR—Office of Primary Responsibility

OSD—Office of the Secretary of Defense

PAQ—PALACE Acquire Intern

Para—Paragraph

Paras—Paragraphs

PCS—Permanent Change of Station

PDTATAC—Per Diem, Travel and Transportation Allowance Committee

PPP—Priority Placement Program

RAND—Research and Development Corporation

RE—Reserve

RegAF—Regular Air Force

RIF—Reduction in Force

SDE—Senior Developmental Education

TQSE—Temporary Quarters Subsistence Expense

UMD—Unit Manpower Document

USC—United States Code

USSF—United States Space Force

Office Symbols

AF/A1—Deputy Chief of Staff (Manpower, Personnel and Services)

DAFMAN36-142 4 OCTOBER 2022 65

AF/A1C—Directorate of Civilian Force Management

AF/A1D—Directorate of Airman Force Development

AF/A1DI—Force Development Integration Division

AF/A1X—Directorate of Plans and Integration

AF/RE—Chief, Air Force Reserve

AFDPO—Air Force Departmental Publishing Office

AFOSI—Air Force Office of Special Investigations

AFPC/DP2Z—Talent Management Division

AFPC/FMY—Financial Management, Centrally Managed Programs

AFRC/A1C—Air Force Reserve Command/Civilian Personnel

AFRC/A1CS—Air Force Reserve Command/Staffing Oversight and Workforce Management

DEPUTY AF/A1—Deputy to the Deputy Chief of Staff (Manpower, Personnel and Services)

HQ AFRC/A1—Headquarters, Air Force Reserve Command, Civilian Personnel

MAJCOM/CCMD/FLDCOM A/1—Major Command/Combatant Command/Field Command

NGB/CF—Director of the Air National Guard

SAF/AQ—Assistant Secretary of the Air Force, Acquisition, Technology and Logistics

SAF/FMFC—Air Force Accounting and Finance Office

SAF/LL—Legislative Liaison, Secretary of the Air Force

SAF/MR—Assistant Secretary of the Air Force (Manpower and Reserve Affairs)

SAF/MRQ—Director, Air Force Equal Opportunity Policy Office

SecAF—Secretary of the Air Force

SF/S1—Deputy Chief of Space Operations for Human Capital

SF/S1C—Director, USSF Civilian Policy and Programs

SF/S1D—Director, USSF Force Development

Terms

ACQNOW—Air Force Training Application System to register for Defense Acquisition

University rolling admission web courses and regularly scheduled classroom courses. It is

managed by the Air Force Acquisition Training Office.

Acquisition—The conceptualization, initiation, design, development, testing, contracting,

production, deployment, and disposal of a directed and funded effort that provides a new,

improved, or continued materiel, weapon, information system, logistics support, or service

capability in response to an approved need.

Acquisition Corps—Comprised of those persons who have met the grade, education, training,

and experience standards prescribed by the Defense Acquisition Workforce Improvement Act and

66 DAFMAN36-142 4 OCTOBER 2022

implementing regulations, and who have been granted admission to the Acquisition Corps by the

Director, Acquisition Career Management.

Acquisition Workforce—Individuals assigned to positions having predominantly acquisition

functions as defined by DoDD 5000.01 and DoDD 5000.02. These positions shall be designated

by acquisition coding in the manpower and personnel systems of record.

Automated Stopper and Referral System—DoD Priority Placement Program’s computerized

system for matching the skills of displaced employees with vacant positions at other DoD activities

in the authorized area at which the employees are willing to work.

Career Broadening Position—A centrally-managed position that is part of a structured force

development program and serves to provide developmental opportunities for broadening the skills

and/or enhancing the leadership perspective of high-potential employees. FACs determine career

broadening position locations based upon specific mission activity, desired leadership

perspectives, or other situations that capitalize on broadening opportunities for these high—

potential employees.

Career Field Identifier—Defense Civilian Personnel Data System (DCPDS) code used to

identify the specific career program.

Career Field Management Program—A program designed to administer an occupation or

cluster of occupations; includes workforce analysis, forecasting and planning, and the systematic

selection, development, assessment, and use of employees in centrally-managed positions.

Program oversight is provided by the FA, FM, CFM, and FAC. Program processes are

administered by the CFT.

Career Field Manager (CFM)—Individual within a career field appointed by the FA responsible

for the day-to-day management of the career field to include developing and implementing career

field policies, providing central oversight for career field education and training, developing career

roadmaps, and monitoring career accessions/losses to ensure sufficient manning.

Career Field Team—The group of career field specialists, personnelists, and/or support personnel

at AFPC who are responsible for day-to-day operation of the Career Field Program. They conduct

all Force Development processes for the career field, in compliance with DAF personnel policies

issued by AF/A1 and career field management policies issued by their functional leaders.

Career Path—A network of DAF positions which possess common progression paths.

Centrally-managed Positions—Positions identified for central management by a career field

based on criteria established by the FM, or designee. Positions are either competitive or excepted

service permanent appropriated fund positions in the General Schedule, and their equivalents under

other pay systems, such as the Defense Civilian Intelligence Personnel System.

Central Salary Account (CSA)—An instrument used to centrally recruit and develop civilians

through deliberate approaches across the civilian force development career planning continuum.

It is managed through the Civilian Force Development Panel.

Civilian Development (CD)—An array of leadership development and assignment opportunities

including: professional military education, advanced academic degree education, and experiential

programs.

DAFMAN36-142 4 OCTOBER 2022 67

Coaching—A professional and personal development activity that takes place between a certified

coach with a minimum of 60 hours of accredited leadership or life coach training and a client.

Certified coaches partner with individuals in a thought-provoking and creative process that inspires

them to maximize their personal and professional potential.

CONUS (Continental United States)—The 48 contiguous states and Washington, DC.

COPPER CAP—A DAF intern program for college graduates for careers as Contract Specialists.

Requires a minimum of a 4-year degree and 24 semester hours in business.

Corporate Structure—Coordinates HAF functional priorities and provides guidance to the SAF

Accounting and Finance Office (SAF/FMFC), in the development and execution of the HAF

Portfolio, overseeing the HAF resource management process.

Development Team (DT)—Provides oversight of officer and civilian personnel development to

meet both functional and DAF enterprise leadership requirements.

Development Team Vectoring—Career and/or developmental recommendation(s) provided by

the requesting employee’s career field DT.

Force Renewal Positions—Centrally-managed positions leading to the journeyman level which

have been designated as being part of a formal development program. Included are Student

Interns, Recent Graduates, PALACE Acquire, and COPPER CAP positions.

Headquarters Air Force (HAF)—Comprised of both Secretariat Air Staff offices, and the Office

of the Chief of Space Operations (Space Staff).

Individual Development Plan (DP)—An automated tool in MyVector used to document the

individual member’s short-and long-term career goals, developmental education objectives, and

the like when applying for CDE or vectoring. Also used as a record of supervisory review and

concurrence with member goals, and senior level endorsement. The individual development plan

is the primary source document used by DTs to assess members, make developmental

recommendations, and provide the member with feedback in the form of “vectors.”

Key Career Positions—GS-13 to GS-15 positions that are identified by career fields as stepping

stones for employees to move from functional experts to functional leaders.

Key Nuclear Billet—Select positions occupied by nuclear experienced Airmen and Guardians.

The appropriate fill of these positions is vital to the sustainment of the culture, the rigor of the

mission, and DAF support to national security. Each KNB is a position of responsibility that

requires the assigned Airman/Guardian to have achieved a specific level of proficiency in each of

the nuclear occupational competencies. See DAFI 13-504 for additional information.

Mentoring—A development activity that takes place between an individual with greater wisdom

and experience who guides the other person toward further development, both personally and

professionally.

MyBiz+—Source for all civilian federal government employees, supervisors, and managers to

view and update their personal and Human Resources-related information. It provides a variety

of interactive tools to manage career information and plan for the future.

OCONUS (Outside the Continental United States)—Areas outside the 48 contiguous states.

Alaska and Hawaii are defined as non-foreign OCONUS.

68 DAFMAN36-142 4 OCTOBER 2022

PALACE Acquire—DAF intern program for a wide range of occupations. Applicants are

required to have an associate, bachelor’s, master’s, doctorate, or professional degree or a

vocational or technical degree or certificate, earned within the previous 2 years. Veterans have up

to 6 years to apply after receiving their degree/certificate.

Pell Grant—A subsidy the U.S. federal government provides for students who need it to pay for

college. Limited to students with financial need, who have not earned their first bachelor’s degree,

or who are enrolled in certain post-baccalaureate programs through participating institutions.

Program Element Code 88751F—Operations and Maintenance (O&M) Program which funds

training, education, and professional development of O&M funded civilians.

Relocation Services—A contracted home sale, home search, mortgage counseling, and

destination service.

Schedule A—A federal government excepted service appointing authority for hiring people with

severe physical disabilities, psychiatric disabilities, and intellectual disabilities. Such individuals

may qualify for conversion to permanent status after two years of satisfactory service. Severe

physical disabilities include but are not limited to blindness, deafness, paralysis, missing limbs,

epilepsy, dwarfism, and more.

Vector—The DT’s collective recommendation for an assignment level (e.g., Joint Staff, HAF,

MAJCOM, base-level, etc.), training or education opportunity (e.g., resident DE, advanced

functional training), or position type (e.g., flight/division chief, director/deputy director, special

duty, etc.) a member should be considered for in his or her next or subsequent assignments.