AIAI38-201

AIR INTELLIGENCE AGENCY INSTRUCTION 38-201

15 JULY 1991

HQ AIR INTELLIGENCE AGENCY

Manpower and Organization

MANPOWER POLICIES AND PROCEDURES

This regulation sets policies and tells how to operate and administer the manpower and organization system within the Electronic Security Command (ESC). It outlines the responsibilities and actions required to properly use the manpower resources allocated by HQ ESC. This regulation applies to all ESC organizations, including ESC-gained Air -National Guard and Air Force Reserve (AFRES) units (upon mobilization).

Corrected copy of ESC REGULATION 26-1

This revision refers readers to ESCP 26-4 for specific guidance on preparing manpower actions; revises manpower determinants (Section E); explains contract services manpower (Section F); and establishes channels for processing MCRs.

ESCR 26-1, 19 December 1986.

HQ ESC/XPM

SSgt Joe Rubio

HQ ESC/XPM

Lt Col Allan Nelson

15

F; X: AUL/LSE (1);4 AF/IM (1); 10 AF/IMPD (1); HQ AFRES/IMPD (1); HQ ESC/XPME (5)/IMOP (3); 169 ESS/IM (1); 8075 ESS/IM (1); 8078 ESS/IM (1)

SECTION A-- POLICIES AND RESPONSIBILITIES

1. Definitions. AFR 25-5 explains the terms and abbreviations used in ESC's -Manpower and Organization Program. Terms used in this regulation are defined in attachment 1.

2. Background. We must meet United States Air Force (USAF) and ESC mission objectives within mandatory manpower limitations. To ensure positive control and effective use of these limited manpower resources, the Air Force has set up the Command Manpower Data System (CMDS). This system allows staff elements to economically manage available manpower resources at major command (MAJCOM) levels through the use of automated data processing.

3. Scope. The Air Force Manpower and Organization Programs apply to all ESC organizations, functional activities, and all military and civilian authorizations including ESC-gained Air National Guard, Air Force Reserve units, and individual mobilization augmentees (IMA).

4. Policy. Apply the most appropriate manpower resource mix (military, civilian, or contract) against validated requirements. When resources are not available to meet all requirements, prioritize needs at the lowest possible level of command and apply available resources accordingly. The appropriate HQ ESC, HQ Air Force Electronic Warfare Center (HQ AFEWC), or HQ Air Force Cryptologic Support Center (HQ AFCSC) office of primary responsibility (OPR) will identify shortfalls through the ESC Program Objective Memorandum (POM).

5. Responsibilities:

5.1. HQ ESC/XPM (Directorate of Manpower and Organization) is responsible to HQ ESC/XP (Deputy Chief of Staff, Plans) and the HQ ESC Commander for controlling, allocating, and distributing manpower resources made available by HQ USAF. HQ ESC/XPM will develop and administer ESC's organizational structure, direct the activities of ESC's Management Engineering Program (MEP), and provide staff manpower assistance to all ESC units.

5.2. Each HQ ESC staff agency must observe these controls and guidelines to initiate or process new programs, projects, system changes, organizational structures, or other actions involving or implying revision of manpower requirements:

5.2.1. Coordinate all pertinent manpower-related communications and directives with HQ ESC/XPM.

5.2.2. Make sure HQ ESC/XPM representatives are invited to manpower-related meetings, discussions, and briefings.

5.2.3. Include HQ ESC/XPM on committees and boards set up to research, study, and evaluate new systems, equipment, or force structure.

5.2.4. Consider the source of required manpower as part of the study or exercise. Seek to maximize use of existing authorizations, delete less essential functions, or make other internal realignments where possible.

5.2.5. Perform temporary duties and short-term projects within available manpower authorizations without change to the unit manpower document (UMD) or organizational structure.

5.3. Command unfunded requirements are prioritized as follows:

5.3.1. Each major staff office will review and rank its headquarters functional requirements. Major staff offices will also rank requirements for field units for which they have operational control.

5.3.2. HQ AFCSC and HQ AFEWC will rank their unfunded manpower requirements.

5.3.3. The HQ Continental Electronic Security Division (HQ CESD), HQ European Electronic Security Division (HQ EESD), and HQ Pacific Electronic Security Division (HQ PESD) will priortize requirements for division and subordinate units and provide them to HQ ESC/XPM for analysis and distribution to headquarters functional representatives.

5.3.4. The commandwide unfunded requirements list is prioritized with inputs from the headquarters staff and approved by the ESC Chief of Staff or designated representative, HQ ESC/XP. The command board structure and secretariat reviews and prioritizes unfunded requirements as needed.

5.3.5. HQ ESC/XPM will maintain the priority list and provide new and existing unfunded requirements to each OPR for reprioritization quarterly, or as needed.

5.3.6. Ranking of unfunded billets is not a commitment to fund requirements or initiate hiring action. Military billets normally require tradeoffs.

SECTION B--PROGRAMMING MANPOWER FOR ESC

6. Planning, Programming, and Budgeting System Objectives. The Planning, Programming, and Budgeting System (PPBS) objectives are to provide a comprehensive system to plan and control major programs at the highest level within the Department of Defense. The PPBS will also control and identify manpower resources by assigning a program element code (PEC). Each year, HQ ESC will provide HQ USAF projected manpower resource data associated with ESC mission activities for inclusion in the HQ USAF POM.

7. Programming Responsibilities. Each HQ ESC, HQ AFEWC, and HQ AFCSC major staff office will identify future requirements as directed by the ESC Requirements Review Board (RRB) and prepare them in the Program Decision Package (PDP) format based on instructions from HQ ESC/XPP (Programs Directorate). The functional OPR will also prepare a PDP for unfunded manpower requirements. HQ ESC/XPM must review all PDPs to determine manpower impact or validate identified manpower requirements.

SECTION C--MANAGEMENT ENGINEERING PROGRAM

8. Objectives. The prescribing directive for the Management Engineering Program (MEP) is AFR 25-5. The MEP's objective is to quantify and defend manpower requirements and improve the distribution and use of manpower resources. These objectives are achieved by developing and maintaining manpower determinants using the Air Force functional review process and conducting management advisory studies (MAS) to solve management problems.

9. Procedures. Detailed procedures for conducting management engineering and MASs are in AFR 25-5. These instructions also apply:

9.1. Scheduling. HQ ESC/XPM will:

9.1.1. Develop and update (quarterly) a minimum 3-year projection of command- and HQ USAF-directed studies.

9.1.2. Schedule studies by these priorities:

9.1.2.1. Cost Comparison Studies.

9.1.2.2. Air Force Functional Reviews (FR).

9.1.2.3. Command FRs.

9.1.2.4. Other Management Engineering Determinants.

9.2. Developing or Updating Determinants. HQ ESC/XPM will develop and maintain manpower determinants (AFR 25-5). Air Force and command manpower determinants are conducted using the functional review process.

9.2.1. Prior to the study start date, the Chief of Staff and functional OPR will be notified of the functional review.

9.2.2. Workshops will be held with personnel of subject offices to review contents of the functional review process and amount of participation required.

9.2.3. Final outcome of manpower determinant will be coordinated prior to implementing. Manpower authorization adjustments will be prioritized with other command resources. Additions will be funded as resources become available and savings will be used to fill command unfunded requirements.

9.3. Management Advisory Studies (MAS). These are conducted to assist managers in achieving mission objectives through increased effectiveness and efficiency. Any commander, functional manager, or supervisor may request management advisory assistance.

9.3.1. Send requests to HQ ESC/XPM. Depending upon the availability of resources and complexity of the study, each MAS request is considered for entry on the MEP schedule. Scheduling is based on the workload and priorities listed in paragraph 9a(2).

9.3.2. The requester will be the final decision authority on implementing any or all recommendations.

9.3.3. On implementation of recommendations, the requester will receive full credit for the savings.

9.3.4. A client-consultant relationship will be maintained for all management advisory services. Data gathered and recommendations made are privileged information; release of any information can only be done with the client's concurrence.

SECTION D--ORGANIZATION

10. Structure:

10.1. Organizational Configuration of Units. Units of this command will be organized according to the approved guidelines prescribed in AFR 26-2. When a standard structure does not exist, develop a nonstandard structure to support mission requirements; HQ ESC/XPM will, if approved, identify it in the appropriate ESC 23-series regulation.

10.2. Reorganization and Realignments:

10.2.1. Send all proposed changes in functional responsibilities to HQ ESC/XPM for review and approval (no less than 30 days before the requested implementation date). Do not implement changes to ESC organizations and functions until all of this directive's requirements are satisfied.

10.2.2. Organize staff activities as prescribed by HQ USAF in AFR 26-2. HQ ESC/XPM is the approval authority for waivers to the standardized structures. All requests for waivers must include the information specified in AFR 26-2; ESC Form 96, Manpower Change Request/Notification; current and proposed organizational charts showing proposed manning (identify supervisory positions); functional statements; and civilian position descriptions for employees affected. Send requests to HQ ESC/XPM for evaluation and processing.

10.2.3. When a standard structure is not prescribed, changes to the existing organizational structure (proposed by unit commanders and chiefs of major staff offices) require the same information as in paragraph 10.2.2 and must be submitted to HQ ESC/XPM for evaluation and processing.

10.2.3.1. Command Section approval is required for:

10.2.3.1.1. Organizational changes at directorate level or higher.

10.2.3.1.2. Realignment of functional responsibilities between major staff elements.

10.2.3.2. HQ ESC/XPM approval is required for any reorganization or realignment of organizational functions at:

10.2.3.2.1. ESC units, detachments, or operating locations.

10.2.3.2.2. Headquarter's division level and below.

11. Organization Responsibilities:

11.1. HQ ESC/XPM is the OPR for all matters on organizational and functional realignments.

11.2. Commanders,chiefs of major staff offices, and division chiefs are responsible for:

11.2.1. Maintaining a simplified organization without unnecessary echelons of supervision (for example, structure an organization to permit rapid decision making), setting up intermediate levels of organization only when there is a definite job to be done, and eliminating organizational levels which only review and retransmit.

11.2.2. Eliminating organizational and functional fragmentation (for example, identical or like work done by two or more activities within the unit).

11.2.3. Keeping to a minimum the number of assistant positions (not authorized below deputy chief of staff or center commander level) or deputy positions (not authorized below directorate or deputy commander level).

11.2.4. Continuously reviewing functions within their area of responsibility for essentiality to mission requirements.

11.3. HQ ESC/XPM will:

11.3.1. Review organizational change requests for benefits gained (economics or efficiencies) in accomplishing the organization's mission; for example, reduced span of control, layers of supervision, and homogeneous grouping of duties resulting in manpower savings. The HQ ESC/XP may require returning the proposal to the unit or staff functional manager for further data or reconsidering the proposal (depending on HQ ESC/XPM's findings during the review stage).

11.3.2. Coordinate reorganization requests through appropriate agencies.

11.3.3. Determine approval authority. If HQ ESC Command Section's approval is required, HQ ESC/XP will brief (upon request) the findings of review of the reorganization and manpower impact, and make a recommendation for the Command Section's consideration. The functional manager or requester will be present during the briefings or will have the opportunity to offer views on the findings.

11.3.4. Notify the originator of the command decision; publish the Command Section's guidance, as appropriate, for staff implementation and use.

11.3.5. Realign the UMD when requests are approved.

11.3.6. Revise organizational structure and functional statements (in the appropriate directives).

SECTION E--MANPOWER DETERMINANTS

12. Introduction. AFR 25-5 and Section C of this publication govern the development of manpower determinants. Manpower determinants used by this command are either Air Force manpower determinants developed for Air Force-wide use or ESC manpower determinants developed by HQ ESC/XPM for command units only. Every effort will be made to use USAF determinants; the longterm goal is to have all command authorizations covered by either Air Force or command determinants.

13. Determinants Application. HQ ESC/XPM will initially apply manpower determinants and reapply them annually.

13.1. Ninety days before the quarter in which the determinants are to be reapplied, HQ ESC/XPME (Management and Engineering Division) will review the appropriate determinants for validity. During the review, workload-factor data for the previous 12 months will be verified. The functional OPR will be responsible for maintaining workload data counts and submitting reports quarterly to HQ ESC/XPM.

13.2. HQ ESC/XPM will, with the functional OPR, review the determinants to make sure mission, workload, workcenter description, or organizational changes have not invalidated the determinants.

14. Workload Data Collection and Verification. Historical workload data is used when applying manpower determinants. While the workload factors and source may vary between functional areas, these rules for collection and verification apply to all:

14.1. Each HQ ESC major staff office will:

14.1.1. Appoint a primary point of contact to collect, assemble, and review the workload data.

14.1.2. Collect, assemble, review, and verify the workload data used in manpower determinantsfor its functional areas and send this data to HQ ESC/XPM.

14.1.3. Request workload data from field units, when the required workload data is not available at command level from an established report, and set up a reporting system with HQ ESC/XPM's assistance.

14.2. HQ ESC/XPM will:

14.2.1. Advise appropriate staff monitors (by letter) of the workload data to be collected.

14.2.2. Verify and analyze workload data sent by staff monitors. Analysis will include determining impact and comparing it with previously reported data to detect erratic workload trends and reporting.

14.2.3. Identify questionable or invalid data and refer it to the appropriate staff agency for explanation or resubmission.

14.2.4. Verify the workload data if the staff agency cannot provide an appropriate explanation. (Send an information copy of the request to the ESC staff monitor.)

15. Application Results. To the maximum extent possible, HQ ESC/XPM will:

15.1. Fund increases in requirements through realignment of identified overages.

15.2. Add shortfalls to the command's unfunded requirements list. Functional OPRs may consolidate their unfunded requirements into a PDP to include in the command's POM submission (if directed by the RRB).

16. Military and Civilian Authorizations. Manpower requirements and skills are reflected as military in the manpower determinants. However, depending on required skills and wartimemanpower constraints, they may be authorized as either military or civilian. When it's necessary to convert from military to civilian (or the converse), spaces are normally exchanged on a one-for-one basis.

SECTION F--CONTRACT SERVICES MANPOWER

17. Manpower's Role. Air Force workloads are performed using three types of resources--military, in-service civilians, and contract services. Manpower's role in contract management is to make sure services purchased by contract do not duplicate internal Air Force manpower resources. The Directorate of Manpower and Organization will monitor, control, and report contract services data (AFR 26-1, Volume 1).

18. Contract Services Procedures. ESC Form 151, Request for Contract Services Manpower, is used to request or justify contract services over $25,000. Recurring contractable workloads under $25,000 do not require manpower review. They are monitored through composite budget totals. To facilitate total contract-manpower management, document all ESC contractable workload over $25,000 on an ESC Form 151 regardless of where awarded (that is, Air Force, ESC, or some other (MAJCOM). To request approval for contract services manpower, submit two copies of ESC Form 151, an original AF Form 9, Request for Purchase, and one copy of the statement of work to HQ ESC/XPM. The contract services monitor and appropriate manpower personnel will review these forms for duplication of resources, Air Force determinants application, and manpower change requests. Once approved, the ESC Form 151 will be forwarded to HQ ESC/LECC (Contracting Division). Prepare ESC Form 151 according to ESC Pamphlet 26-4.

18.1. For contracts awarded for economy, a cost-comparison study will be conducted (follow OMB Circular A-76 and AFR 26-1, Volume I). Exception: An activity performed only by military personnel may be converted directly to contract without conducting a cost comparison or developing a most efficient organization study.

18.2. For all contract awards, HQ ESC/XPM will code contract manpower equivalents (CME) into the unit authorization file for reporting and budgeting. CMEs represent the number of authorizations that would be required to do the job in-house. CMEs are developed for all ESC contractable workloads (both ESC and non-ESC awarded contracts). CMEs for recurring contractable workloads under $25,000 are from composite budget figures. For requirements contracts with associated task orders, CMEs may be developed after the contractor's proposal for the task is accepted by the government and a formal delivery order is issued.

19. Manpower Responsibilities. HQ ESC/XPM will assist originators in completing ESC Forms 151 as required. Give requests for contract services a high priority to ensure timely processing. Ample lead time is extremely important because processing could take from 90 to 195 days depending on the magnitude and complexity of the contract. Personal services contracts are not permitted. HQ ESC/XPM will send any proposed contracts that indicate "personal service" (contracts which either imply oral or written supervision over the contractor or designate the contractor as a representative of the USAF) to HQ ESC/DPC (Directorate of Civilian Personnel) for review against existing position descriptions within the workcenter designated with monitorship of the requested contract.

20. Contracting Responsibilities. HQ ESC/LECC will review purchase requests for contract services (estimated $25,000 or more) to make sure each request is accompanied by an approved ESC Form 151. Work to release a solicitation cannot begin until the acquisition package is considered acceptable and the approved ESC Form 151 is submitted. HQ ESC/LECC will complete ESC Form 151, Section III, and return it to HQ ESC/XPM within 15 days after the contract's award. HQ ESC/XPM will maintain the ESC Form 151 according to AFR 12-50, Volume 11, T26-1, R30.3, during the course of the contract. HQ ESC/LECC will also complete ESC Form 151, Section 111, to advise HQ ESC/XPM of a cancellation to an acquisition. Unless otherwise required by HQ ESC/XPM, an ESC Form 151 will not be necessary for a proposed task or delivery order against a requirements type contract.

SECTION G--CIVILIAN MANPOWER

21. Policy Guidance for Civilian Resources. Policy guidance for using civilian resources available to the Air Force is in AFR 26-1, Volume II. There must be a close working relationship between manpower, budget, civilian personnel, and operating officials at all levels to effectively monitor and control civilian resources.

22. Civilian Position-Management Program (ESCR 40-3). This regulation designates HQ ESC/XPM as an office of collateral responsibility with HQ ESC/DPC for position management. Refer to this regulation for areas of responsibility. Manpower has an important role in this program. ESCP 26-4 provides a more detailed explanation of manpower responsibilities with relation to position management.

23. Types of Civilian Employment. Funded civilian positions are in UMDs and may be occupied by permanent, temporary, or intermittent employees.

23.1. Temporary Appointments. These employees are hired on a temporary basis against an existing unit's civilian vacancy. HQ ESC/XPM approval is not required.

EXAMPLE: When a permanent, authorized civilian position is vacant, an incumbent may be hired as a temporary appointee in any unit activity against this vacancy. A temporary appointment may be made for any period of time from 30 days to 1 year, so long as the permanent position remains unfilled.

23.2. Intermittent Hire (Part-Time Permanent). These civilians are employed at selected intervals. HQ ESC/XPM approval is not required.

EXAMPLE: A workcenter is authorized one US civilian; but, two US civilians may be hired for a 6month period during any fiscal year, or six US civilians for a 2-month period during any fiscal year. Regardless of the combination used, at no time will monies obligated exceed 1 man-year.

23.3. Overhire. These positions are authorized for a specified period of time to achieve a nonrecurring or emergency workload for which in-service resources are not authorized. HQ ESC/XPM will validate all overhire requests. The civilian employment cost management committee is the final approval or disapproval authority for overhire requests.

24. Civilian Resources Responsibilities:

24.1. HQ ESC major staff offices and unit commanders will:

24.1.1. Make sure civilian resources are used to satisfy only manpower requirements specified by Air Force Specialty Code (AFSC), functional area, and organizational structure code in the UMD. Exceptions are those temporary civilians covered in paragraph 23.

24.1.2. Submit requests for all civilian overhires to HQ ESC/XPM. Submit separate requests for each function requiring overhires. In each request, include the number and length of time each overhire is required, a statement indicating if funds are available from unit resources, and a complete justification for overhire (for example, specific workload driving the requirement, why existing resources cannot meet the tasking, and if overtime can be used to meet the tasking).

24.1.3. Submit new or revised position descriptions to HQ ESC/XPM for review and approval before requesting personnel action.

24.2. HQ ESC/XPM will:

24.2.1. Recommend approval or disapproval of civilian-overhire requests to the civilian employment cost management committee (CECMC).

24.2.1.1. Validate overhire requirements. HQ ESC/XPM will recommend approval for periods not to exceed 180 days.

24.2.1.2. Consider emergency workloads first.

24.2.1.3. Monitor overhires to ensure compliance with overhire authority.

24.2.2. Participate in the Position Management Review Program according to ESCR 40-3. Review and evaluate position structures and supervisors' planning arrangements of work among both civilian and military positions (follow AFR 40-312).

24.2.2.1. Review all new or changed civilian position descriptions before classification and fill action.

24.2.2.2. Make sure civilian technical director, advisory, and assistant positions are not authorized below DCS or center commander level.

24.2.2.3. Make sure civilian deputy positions are not authorized below directorate or deputy commander level.

24.2.3. Review all requests for, and approve or disapprove, new civilian supervisory positions.

24.2.4. Provide HQ ESC/DPC a list of AFSCs that are either critical military skills or have an unsatisfactory rotation index.

24.3. HQ ESC/ACB (Directorate of Budget) will:

24.3.1. Budget civilian pay funds according to annual SAF/FMB (Financial Management Budget) "call" letters.

24.3.2. Report civilian man-year and associated costs to SAF.

24.3.3. Coordinate on MCRs that increase or decrease funded civilian authorizations in the current or next 2 fiscal years.

24.4. HQ ESC/DPC will:

24.4.1. Provide information required by HQ ESC/XPM on civilian on-board strengths and manyear utilizations.

24.4.2. Coordinate with HQ ESC/XPM before initiating a fill action on positions with AFSCs on either the critical military skills list or that have an unsatisfactory rotation index.

24.4.3. Make sure HQ ESC/XPM coordinates on all upgrade requests for new or revised positions before classification and fill actions.

SECTION H--MANPOWER CHANGE REQUEST

25. When to Submit Manpower Change Requests (MCR). Submit MCRs to HQ ESC/XPM on an ESC Form 96. ESCP 26-4 provides detailed instructions for completing the request.

25.1. Submit an MCR if the change affects a function for which workcenter descriptions have been prepared but workload and manpower requirements have not been developed.

25.2. Do not submit change requests for functions for which validated workcenter descriptions, workcenter determinants, and workload data are available unless:

25.2.1. Additional requirements are levied on the workcenter.

25.2.2. The change is identified as an exception and the workcenter description cannot be applied.

25.3. Once the determinant development process has begun for a workcenter, only major organizational changes that result from new mission requirements can be submitted. HQ ESC/XPM evaluates the impact on the study in progress and decides whether to continue the study (when changes can be immediately incorporated) or to reschedule it for a later date.

26. MCRs Impacting ESC's Master Program (MP). Some manpower actions may also require changes to ESC's MP. You should submit those known to cause MP changes to HQ ESC/XPP as MP Change Requests (MPCR) on an ESC Form 177, Master Program Change/Change Request (follow ESC 27-series regulations). MCRs which are submitted and subsequently determined to impact the MP are processed just as MPCRs.

27. Submitting Authority:

28.1. Subordinate units will submit their requests (signed by the unit or named activity commander) through command channels (for example, squadrons, groups, wings, and divisions) before submission to HQ ESC/XPM. We suggest you first coordinate with the appropriate HQ ESC staff counterpart or functional manager to speed up formal coordination.

28.2. HQ ESC staff offices will submit their requests (signed by the appropriate director through the respective major staff office) for review and authentication. These MCRS, if approved as submitted, are not coordinated with the submitting agency before implementation. Those actions which affect activities outside the headquarters staff should be coordinated with the respective unit, wing, or division staff before submission to HQ ESC/XPM.

SECTION I--RESERVE FORCE AUTHORIZATION

29. General Information:

29.1. ESC's Reserve force requirements typically identify the shortage of authorizations in the command's total force requirement to support the national strategy (Wartime Manpower Planning Exercise or MANREQ). HQ ESC/XPM identifies these shortages by AFSC, number, and grade.

29.2. HQ ESC/XP will initiate action to obtain the required authorizations from HQ USAF (AFR 26-1, Volume II).

29.3. The IMAs authorized by HQ USAF will be allocated to headquarters elements and individual units and will appear in ESC's UMD File Part C. Reserve units, operating in a total unit concept, will be allocated to headquarters elements and individual units and will appear in ESC's UMD File Part B. Allocations will be made to elements and units which can justify Reserve force or IMA augmentation based on documented wartime tasking. HQ ESC/XPM will allocate resources when received from HQ USAF.

29.4. The system used for determining Reserve force requirements parallels that used to determine active force requirements but is based on manpower requirements at mobilization.

30. Reserve Resources Responsibilities. HQ ESC/XPM will evaluate requests for IMAs or other Reserve force resources during the annual MANREQ exercise. HQ ESC/XPM and DPB (Assistant for Reserve Affairs) will review any additions, realignments, changes, or deletions requested out-ofcycle. If approved, HQ ESC/XPM will make appropriate adjustments to existing resources. If realignment is approved but not possible within current authorizations, HQ ESC/XPM will hold the request until the next MANREQ exercise submission to HQ USAF. Submit changes or deletions to current authorizations on ESC Form 96 to HQ ESC/XPm; XPM will coordinate approval with HQ ESC/DPB, HQ AFRES, and functional managers as appropriate. ESCP 26-4 provides instructions for Reserve force MCRs.

SECTION J--COMMAND MANPOWER DATA SYSTEM

31. About the System. The Command Manpower Data System (CMDS) is a resource accounting and management information system. The system is designed to provide MAJCOMs' and separate operating agencies' Directors of Manpower and Organization a responsive data system to manage and control their manpower resources.

32. Reports. HQ ESC/XPM creates reports to provide Air Force Military Personnel Center (AFMPC), HQ USAF, Consolidated Base Personnel Office (CBPO), and Management Engineering. Teams, all changes made to the Command Unit Authorization File Parts A, B, and C. File parts' definitions are:

• Part A. Active force authorizations.
• Part B. Reserve force authorizations.
• Part C. IMA authorizations.

32.1. RCS: HAF MPM(AR)7112 (Manpower Allocations Report) is created by HQ USAF/PRM (Manpower & Organization) and transmits approved adjustments to command manpower authorizations.

32.2. RCS: HAF-MPM(AR)7115 (Resource Summary Report) is created to provide HQ USAF/PRM all allocation advisory transactions generated by the MAJCOM to adjust the command's manpower authorizations. It provides HQ USAF/PRM a PEC summary of a command's CMDS resource position.

32.3. The UMD is a machine listing which shows the authorized manpower resources in detail. Data displayed in this product is sorted and listed by manpower file part; installation or location indicator; organization number, kind, and type; and detachment number, operating location number, functional account code, organization structure code, grade, AFSC, PEC, and position number. The CMDS and the base's manpower data system can produce this machine product.

32.4. Authorization change notices (ACN) identify changes which have been made to the unit's authorization file by the command's manpower office and are produced by the base's manpower data system as changes are processed.

32.5. ESCP 26-4 explains how to obtain the UMD and how to read UMDs and ACNs.

C. DOUGLASS COUTO

Lt Col, USAF

Director of Information Management

MANPOWER TERMS

A1.1. Allocation. Manpower increments of a definite quantity, either plus or minus changes, to the command's net worth.

A1.2. Command Manpower Data System (CMDS). An Air Force standard data-management system which uses modern ADP equipment to efficiently and effectively manage manpower resources.

A1.3. Six-Year Defense Program (SYDP). The official document which summarizes DOD programs. It is a detailed compilation of the total resources (manpower and dollars) programmed for DOD arranged by major force, program, and appropriation. Resources are estimated for a six-year period.

A1.4. Functional Account Code (FAC). Identifies homogenous groupings of like tasks. The FAC and title identify the functional area in which a manpower authorization is categorized.

A1.5. Fund Codes (Civilian Authorizations). These show the civilian manpower authorizations for any appropriated fund account in the manpower system.

A1.6. Funded Requirements. Identify manpower required to perform workloads or missions that have been validated, approved, and allocated on the UMD.

A1.7. Individual Mobilization Augmentee (IMA). A ready Reserve member assigned to a regular Air Force element against an IMA authorization to support the period immediately following a declaration of war or national emergency or to respond to any situation that the national security requires (AFR 26-1, Volume II).

A1.8. Manpower Authorization. A funded manpower requirement.

A1.9. Manpower Requirements. A statement of the manpower needed to perform a specified workload.

A1.10. Man-Year. The equivalent of one employee being in pay status for the number of compensable hours in a fiscal year (FY). A man-year may consist of 2080, 2088, or 2096 compensable hours, depending upon the number of compensable days for that particular FY. Man-year equivalents may also vary in foreign countries and in various functions depending upon duty schedules.

A1.11. Man-Year Supplement. The document used by USAF to advise MAJCOMs and separate operating agencies (SOA) of their man-year allocations.

A1.12. Organization Structure Code (OSC). Identifies the internal organizational structure of a specific unit.

A1.13. Overhire. Any civilian position approved above UMD authorizations by AFSC and functional code. Overhires are normally approved to perform short-length, seasonal, unexpected, or emergency workloads not to exceed 180 days.

A1.14. Program Budget Control System. A DOD-designed system to identify the programmed use of all resources (people, money, materiel, and facilities) by specific, detailed, mission tasking so that DOD may direct the use of available resources against highest-priority defense requirements.

A1.15. Program Decision Package (PDP). Describes a program in terms of capabilities and total resources (dollars and manpower) required to accomplish a specific task or mission. The PDP is a decision document used by Air Force leadership to decide among competing programs for limited resources.

A1.16. Program Element Code (PEC). The basic building block of the SYDP. Resources (manpower and dollars) related to a mission capability or activity are contained within a PEC.

A1.17. Program Time Periods. Time periods in manpower authorization systems which cover:

A1.17.1. Operating Year. The current fiscal year.

A1.17.2. Budget Year. The next fiscal year after the current or operating year.

A1.17.3. Planning Year (also known as Program Year). Any annual time period after the budget year. Customarily, program documents contain manpower authorizations for the last quarter of each of the three planning years immediately after the budget year.

A1.18. Reserve Forces. Mlilitary reserve or components including those in the Air Force Reserve and Air National Guard which supplement the active military forces during periods of national emergency.

A1.19. Total Force. The entity composed of US active duty, US Reserve, and allied forces working together to better strengthen deterrence and mutual security (AFM 1-1).

A1.20. Unfunded Manpower Requirements. Validated manpower requirements to perform workloads or missions which have no funding allocated to them.

A1.21. Unit Authorization File (UAF). A data file containing the detailed manpower-authorization information for every unit in the command. The UAF is in four parts:

A1.21.1. File Part A. Active force authorizations.

A1.21.2. File Part B. Reserve force authorizations.

A1.21.3. File Part C. IMA authorizations.

A1.22. Unit Manpower Document (UMD). A listing of the data in the UAF. The listing is sequenced by file part, base, unit, and organizational structure within the unit.

A1.23. Unit Personnel Management Roster (UPMR). A machine listing that shows a unit's authorized military manpower (jobs) and assigned military personnel (people). This document is prepared by the base-level data services activity and distributed by the CBPO.

A1.24. Workload. The units of work performed during a specific time period.