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1 BY ORDER OF THE COMMANDER AIR EDUCATION AND TRAINING COMMAND AIR EDUCATION AND TRAINING COMMAND INSTRUCTION JUNE 2017 SPECIAL MANAGEMENT STRATEGY, PLANNING, AND PROGRAMMING PROCESS (SP3) COMPLIANCE WITH THIS PUBLICATION IS MANDATORY ACCESSIBILITY: Publications and forms are available for downloading or ordering on the e-publishing Web site at RELEASABILITY: There are no releasability restrictions on this publication. OPR: HQ AETC/A8PX Supersedes: AETCI , 16 November 2009 Certified by: HQ AETC/A8P (Col Johnnie Martinez) Pages: 32 This instruction implements AFPD 90-11, Strategy, Planning, and Programming Process, 6 August 2015, and Supplements AFGM , Strategy, Planning and Programming Process, 3 October It defines the AETC Strategy Management program and clarifies roles and responsibilities. This instruction applies to all AETC strategy management participants, leaders, and stakeholders. Submit suggestions or recommendations for changes on AF Form 847, Recommendation for Change of Publication. Ensure that all records created as a result of processes prescribed in this publication are maintained IAW Air Force Manual (AFMAN) , Management of Records, and disposed of IAW Air Force Records Information Management System (AFRIMS) Records Disposition Schedule (RDS). Waiver authority for this publication is delegated to the certifier HQ AETC/A8P. Please submit any waiver requests to HQ AETC/A8PX, 100 H Street E, Suite 3, Randolph AFB TX , or to aetc.a8px@us.af.mil. SUMMARY OF CHANGES This rewrite of AETCI is in response to the Air Force s new Strategy, Planning, and Programing Process (SP3). It updates and clarifies AETC s SP3 implementation throughout the Command and the Education and Training (E&T) Service Core Function (SCF).

2 2 AETCI JUNE 2017 Chapter 1 AF STRATEGY, PLANNING, AND PROGRAMMING PROCESS (SP3) SP3 Overview SP3 Elements AF Strategic Planning AF FYDP... 4 Chapter 2 AETC SP AETC SP3 Process AETC Strategy AETC Strategic Planning, Strategic Plans, and Operational Planning AETC Programming AETC Budgeting AETC Execution Continuous Process Improvement (CPI) Roles and Responsibilities:... 5 Figure 2.1. AETC SP Chapter 3 AETC STRATEGIC PLAN Purpose Develop AETC Vision Develop AETC Goals Develop AETC Focus Areas Roles and Responsibilities: CPI Chapter 4 STRATEGIC MANAGEMENT PROCESS Purpose Develop Objectives from AETC Goals Assign Objective Champions Develop Sub Objectives and Tasks Perform DOTmLPF-P Analysis SMA Flight Plans.... 8

3 AETCI JUNE Roles and Responsibilities Chapter 5 E&T CFSP FIVE-PHASE PROCESS Phase 1 Planning and Preparation: Phase 2. Data Call: Phase 3. Integration and Analysis: Phase 4. Approval: Phase 5. Continuous Process Improvement (CPI): Roles and Responsibilities Figure 5.1. Example FYXX Battle Rhythm Chapter 6 THE POM PROCESS OPR AETC/A8PP Program Analysis and Development in the Corporate Structure: POM Advocacy, Integration and Submission: Example POM Build Timeline and Structure Figure 6.1. Example POM Timeline Chapter 7 BUDGET AND EXECUTION PROCESS (OPR AETC/FM) The Budgeting Process: Budget and Execution Timeline: Execution Figure 7.1. Budget and Execution Timeline Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 18 Attachment 2 FLIGHT PLAN TEMPLATE 27 Attachment 3 DOTMLPF-P TEMPLATE 30

4 4 AETCI JUNE 2017 Chapter 1 AF STRATEGY, PLANNING, AND PROGRAMMING PROCESS (SP3) 1.1. SP3 Overview. The Air Force uses SP3 to integrate strategy, concepts, and capability development to identify force objectives and programming to support practical organization, training, equipping and posture across the Total Force. SP3 identifies feasible Air Forceoriented effects to support regional and functional end-states directed by the Secretary of Defense (SecDef); affordable concepts of operations to generate desired effects; sustainable capabilities to support effects-based concepts of operations; and practical organization (including force posture and presentation). It also identifies training and equipment to support capabilities; a realistic sequence of objectives with decision points over the next 30 years that include investments/divestments to achieve needed capabilities; resource guidance necessary to realize the intent of the planning process; and budgeting and execution by which to measure the success of the program SP3 Elements. The three main elements of the SP3 are: Strategic Planning (AF Strategy development, AF Strategic Master Plan (SMP), AF Strategic Planning Guidance (SPG), Resource Allocation Plan (RAP), Plan to Program Guidance (PPG), and support plans) Program Planning and Development and Program Objective Memorandum (POM) Development: Creates the AF portion of the DoD Future Years Defense Program (FYDP) and is codified in the annual POM Program Defense: Justifies the decisions made during the POM presenting a consistent narrative for outside agencies The Air Force defends the POM through the OSD-led program review and budget review. The defense uses realistic fiscal, operational and political realities but will have its foundation in the AF Strategy, Strategic Master Plan (SMP), and the RAP AF Strategic Planning. Strategic planning ensures strategy and plans serve the overarching framework for program development in a repeatable, defensible manner with a unified and understandable message linked to strategic guidance AF FYDP. Five-year budget plan capturing and summarizing all forces, resources, and programs associated with the AF.

5 AETCI JUNE Chapter 2 AETC SP AETC SP3 Process. AETC SP3 uses the AF SMP to conduct strategic planning and create strategic plans, operational planning, programming, budgeting, and execution (PPBE) (See Figure 2.1) AETC Strategy. The AF SMP goals and objectives inform AETC Strategy and guide AETC s four mission areas of recruiting, technical training, flying training, and education AETC Strategic Planning, Strategic Plans, and Operational Planning. Strategic planning is the process of systematically evaluating the nature and direction of the strategic environment, identifying long-term goals and objectives and developing strategies to reach the goals and objectives to support resource allocation. Strategic planning assists in the development of the AETC vision A strategic plan is a formalized roadmap that helps an organization execute the chosen strategy. The strategic plans are the output of strategic planning and are used in the development of the biennial AETC strategic plan Operational planning is the level of internal processes and day-to-day functions that align to the goals of the strategy and is also an output of strategic planning. Operational planning is used in the development of AETC s strategic management annex (SMA) and associated flight plans AETC Programming. Programming creates the AETC portion of the AF FYDP. See Chapter 6, paragraph 6.1 for more detail AETC Budgeting. The budgeting process focuses on the AETC execution plan and the next future year. See Chapter 7 for more detail and the budgeting timeline AETC Execution. The execution process focuses on proposed budget changes that are presented through AETC s corporate structure. See Chapter 7 for more detail and the execution timeline Continuous Process Improvement (CPI). Innovative solutions to problems arise when Airmen have the mindset to continuously improve how to recruit, train, and educate. Many problems can be solved by using a simple standardized process known as the eight-step problem solving model, observe, orient, decide, act (OODA). Every portion of the AETC SP3 (e.g. Strategic Plan, Strategic Management Annex (SMA), Flight Plans, Requirements Oversight Committee (ROC), and E&T CFSP) should follow the CPI process. For more information on the CPI process, refer to AFI Continuous Process Improvement Roles and Responsibilities: The AETC/CC has two distinct roles under the SP3. First, as the MAJCOM Commander, he/she is responsible for producing the AETC Strategic Plan and associated Strategic Management Annex (SMA). These documents and processes are governed by the AETC Corporate Structure. Second, as the E&T CFL, he/she is responsible for producing the E&T CFSP. This product and process is governed by the E&T Governance Structure as defined in paragraph 5.6.

6 6 AETCI JUNE The AETC Corporate Structure embodies the corporate review process for HQ AETC. The Corporate Structure, with processes managed by A5/8/9, consists of a council, board, and a group fed by panels and standing committees. For more details on the AETC Corporate Structure see AETCI , HQ AETC Corporate Structure. Figure 2.1. AETC SP3.

7 AETCI JUNE Chapter 3 AETC STRATEGIC PLAN 3.1. Purpose. The AETC Strategic Plan establishes an enduring and relevant AETC strategy for reinforcing today s capabilities with a deliberate approach to meet tomorrow s challenges. The AETC Strategic Plan links AETC strategy to the AF SMP Develop AETC Vision. The AETC vision establishes the commander s roadmap for the future of the command. The AETC Strategic Plan translates the commander s vision into AETC s strategic goals and commander s focus areas Develop AETC Goals. The AF SMP establishes long-term goals that translate AF strategy into capabilities to create the Air Force of the future. AF goals are associated with the two imperatives of agility and inclusiveness and five strategic vectors. Since AETC recruits, trains, and educates all Airmen - the ultimate source of airpower the AETC strategic goals, as well as the commander s focus areas, are directly linked to the agility and inclusiveness imperatives Develop AETC Focus Areas. The AETC strategic plan defines the commander s immediate focus areas. The focus areas guide AETC daily operations and inform E&T Planning Choices Roles and Responsibilities: AETC/A5/8/9 is the overall OPR, and through AETC/A8PX, conducts an annual review of the commander s focus areas and biennially publishes the AETC strategic plan. All strategic goals and focus areas must link back to the AF SMP AETC/A2/3/10 is the primary technical training and flying training advisor to the E&T CFL and is an OCR for the development of the strategic Plan Air University (AU) is the primary education advisor to the E&T CFL and is an OCR for the development of the strategic plan Air Force Recruiting Service (AFRS) is the primary recruiting advisor to the E&T CFL and is an OCR for the development of the strategic plan CPI. AETC/A8PX uses the CPI process to develop future AETC strategic plans, using lessons learned from previous editions.

8 8 AETCI JUNE 2017 Chapter 4 STRATEGIC MANAGEMENT PROCESS 4.1. Purpose. The strategic management process establishes a framework for assessing our progress toward meeting the strategic goals set in the current AETC Strategic Plan. The strategic goals are enduring and should change very little (if at all) over time. The commander s focus areas are subject to change at the commander s discretion. The SMA presents an overview of the AETC strategic management process as well as Champion and OCR roles and responsibilities and outlines objectives to achieve the AETC strategic goals. The SMA also details how Champions and OCRs will write and implement their flight plans Develop Objectives from AETC Goals. AETC strategic goals link to the AF SMP s goals for agility and inclusiveness. AETC goals are dissected into objectives, which will be further dissected into sub-objectives and tasks. Completion of all sub-objectives will complete the objective for that particular AETC strategic goal Assign Objective Champions. Each AETC strategic objective shall have a Champion responsible for producing a flight plan(s) who, along with OCRs, will work the flight plan(s) to completion Develop Sub Objectives and Tasks. The flight plan will further divide the strategic objective into sub-objectives. The Champion and OCR(s) shall conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis to develop a timeline, by fiscal year (FY), identifying tasks to perform in support of the sub-objective(s). Completion of all tasks under a sub-objective will close and finish that particular sub-objective Perform DOTmLPF-P Analysis. See Attachment 1, Terms and Definitions, section for a description of the DOTmLPF-P analysis The analysis may result in the identification of a capability gap. To compete for AETC funding to fill the gap, all initiatives must have a validated requirement. For purposes of this instruction, a validated requirement is defined as a course of action or solution that has been approved by a formal requirements process. (See AETCI for more information) Non-materiel solutions are routed to the appropriate organization for resolution SMA Flight Plans Purpose. The SMA Flight Plan provides a roadmap to complete a given objective. A flight plan template is provided in Attachment 2 of this instruction. All AETC and AETCgained organizations shall use this template when producing their flight plans Goals and Objectives Linkages. The goals and objectives are linked to the AF SMP and the AETC Strategic Plan Subordinate Unit Flight Plans. 2 AF, 19 AF, AFRS, and AU will author their own flight plans that align with goals in the AETC strategic plan and objectives in the SMA flight plans. The NAFs (or equivalent) may direct their subordinate units to write flight plans that align with the parent organization s flight plan.

9 AETCI JUNE Assessment. The SMA provides a framework for assessing AETC s progress toward meeting the strategic goals set in the current AETC strategic plan. The AETC strategic planning dashboard (ASPD) is a tool for use by HQ AETC, NAF (or equivalent), and wing staff, as directed. The ASPD provides a stoplight assessment to measure progress towards the completion of strategic objectives Roles and Responsibilities Champion Responsibilities. Each flight plan will have a champion lead appointed to the flight plan. Champions are responsible for: Executing the flight plan and collaborating across the AETC staff for the strategic objective s topic to include sub-objectives and tasks Working with the OCR team to ensure the vision for the objective is successfully translated into the sub-objectives and tasks with a solution designed to address Command needs Conducting quarterly status meetings with OCRs to review and update the ASPD Providing updates upon request to the AETC/CC or CV Allocating and organizing internal resources to ensure the successful implementation of the flight plan Stakeholders Offices of Collateral Responsibility (OCR) All OCRs will be listed on the flight plan The OCR team will assist the champion by ensuring the vision for the objective is successfully translated into sub-objectives and tasks their organization can address to meet the objective OCRs may not have a specific task in each flight plan but may provide support to an OCR that does OCRs with an assigned task will conduct a DOTmLPF-P assessment on their task. The results of the assessment will help the OCR work the task to completion.

10 10 AETCI JUNE Phase 1 Planning and Preparation: Chapter 5 E&T CFSP FIVE-PHASE PROCESS A8PX will refine the process by implementing solutions generated by the phase 5 CPI event Educate stakeholders by providing the E&T SP3 road show briefing. This briefing is meant to educate commanders, directors, and their selected audiences about the SP3 and CFSP processes A8PX will author and release an annual E&T Supplement to the Strategic Planning Guidance (SPG) after HAF releases the SPG). The supplement allows the E&T CFL to give specific planning guidance for E&T planning choices. See Figure 5.1 for battle rhythm As the CFT Champions, the AETC/A2/3/10, AFRS/CC, and AU/CC will assign a primary and alternate CFT lead (AO-level). These representatives will liaison with AETC/A8PX throughout the process and will be the primary providers of disconnects, validated initiatives, and offsets via the data call process in Phase Remaining AETC directorates and Profession of Arms Center of Excellence (PACE) will appoint a primary and alternate POC (AO-level) to attend planning meetings (approximately two per month). Planning is an ongoing process that continues through all five phases of the CFSP process. These POCs serve as advisors and SMEs CFT AOs should engage with AETC/A1M for assessment of potential manpower impacts associated with disconnects, initiatives, and offsets AETC/A8PX will assign a CFT OPR to each of the four CFTs to assist the CFT leads with any and all requirements Phase 2. Data Call: A8PX will send a data call to all CFTs, AETC directors, and MAJCOM/A5/8s asking for disconnects, validated initiatives, and offsets A disconnect is an existing program element (PE) that requires additional resources A validated initiative is a new start which completed AETC s or other MAJCOM s ROC process and/or other processes (e.g. manpower initiatives) An offset is an excess in resources. Offsets can be the result of a reduction or elimination of a program element, or an implemented efficiency To the maximum extent possible, the data call is sent via task management tool (TMT), with several deliverables provided and described in the tasking Each CFT submits a 1-N Funding Request. This is a prioritized list of the CFT s disconnects and validated initiatives, from most dear to least dear Each CFT submits a 1-N Offset List. This is a prioritized list of the CFT s offsets, from least dear to most dear.

11 AETCI JUNE CFTs complete the Headquarters Air Force (HAF)-provided template(s) and a funding profile for each disconnect, validated initiative, and offset All planning choice submissions shall be approved at the 2-digit level With the assistance of the appointed CFT leads, AETC s Studies and Analysis Squadron (SAS) will perform a risk analysis on each CFT to assist the prioritization of planning choices Phase 3. Integration and Analysis: Compiling Data: A8PX compiles the data call in preparation for CFT review The CFT Review is chaired by AETC/A8PX and consolidates and prioritizes the four CFTs inputs into an integrated 1-N funding request list and 1-N offset list. CFT leads will brief their disconnects, validated initiatives, and offsets to the CFT review. Using predetermined criteria, CFT leads and A8PX OPRs will integrate and prioritize the disconnects, validated initiatives, and offsets AETC/A1M validation and coordination is required on all disconnects, initiatives, and offsets affecting manpower. CFT leads will brief all manpower impacts, and they must complete coordination prior to inclusion into the CFSP Phase 4. Approval: Use the E&T governance structure to review and recommend approval of the CFSP and integrated 1-N lists. Phase 4 concludes with CFL approval of the CFSP If any level of the governance structure chooses to meet via a video teleconference (VTC), CFT leads will be given the opportunity to present their prioritized list of funding requests and offsets. Historically, the governance structure coordination and recommendations were acquired by TMT. However, the chair of each governance structure level has the discretion to meet by VTC Phase 5. Continuous Process Improvement (CPI): AETC/A8PX should use CPI to refine the CFSP process, using lessons learned from previous editions Hotwash is the immediate "after-action" discussions and evaluations of an organization s (or multiple organization s) performance following an exercise, training session, or major event. The results of the hot wash can be used to develop lessons learned Lessons learned documents any lessons learned during the hotwash and any other challenges or insights to help build future CFSPs Roles and Responsibilities AETC/CC. As the E&T CFL, the AETC Commander approves the E&T CFSP, which includes all E&T disconnects, validated initiatives, and offsets. The CFL leads the E&T Governance, which consists of a Board of Directors (BoD), Executive Steering Group (ESG), and Council of Colonels (CoC). Working groups support the Governance Structure with their number, scope, and timespan varying.

12 12 AETCI JUNE AETC/CV. The AETC/CV chairs the upper level of the E&T Governance Structure, the BoD, which makes recommendations to CFL AETC Director of Plans, Programs, Requirements, and Assessments (AETC/A5/8/9) is the E&T executive agent charged with E&T oversight and development, and implementation of E&T governance. Additionally, AETC/A5/8/9 chairs the second level of the ESG, which makes recommendations to the BoD AETC Chief of Plans and Programs Division (AETC/A8P) serves as the E&T lead responsible for the production and synchronization of the E&T CFSP, the AETC strategic plan, and the program objective memorandum (POM). Additionally, AETC/A8P chairs the first level of E&T governance, the CoC, which makes recommendations to the ESG AETC Chief of Strategic Plans Branch (AETC/A8PX) manages the E&T working groups comprised of CFT leads and directorate POCs. Additionally, AETC/A8PX chairs the CFT review with the primary purpose of prioritizing inputs from the four CFTs Core capability OPRs will assign working group members to the CFTs. The E&T CFT OPRs are: Recruiting: AFRS Technical Training: AETC/A2/3/ Flying Training: AETC/A/2/3/ Education: Air University

13 AETCI JUNE Figure 5.1. Example FYXX Battle Rhythm.

14 14 AETCI JUNE 2017 Chapter 6 THE POM PROCESS OPR AETC/A8PP 6.1. Program Analysis and Development in the Corporate Structure: AETC panels review assigned programs to identify disconnects, initiatives, offsets, and potential zero-balance transfers (ZBT) to move funds within program elements according to below-scope guidelines. Panels may also identify and submit POM requirements to other Service Core Functions (SCF), lead MAJCOMs, or POM input sources, as appropriate POM Advocacy, Integration and Submission: During this stage, AETC panels and other resource managers engage with HQ Air Force (HAF) staff counterparts to advocate for initiatives and disconnects brought forward in AETC and E&T POM submissions. This is a multi-faceted effort, with A8P attending the AF group (intermediate level review), A5/8/9 attending the Air Force Board, and CV attending the AF Council. Also A4PYC represents the command at the AF Military Construction (MILCON) working group, and A1M may accompany A8P to the AF manpower realignment working group. Toward the end of the POM process, MAJCOM commanders and CFLs may be allowed to make heart burn appeals for critical requirements still needing resolution in the POM. Finally, the Commander will represent AETC at SECAF/CSAF meetings to approve the final AF submission to OSD Phase 1 Submission. POM deliverables include approved resource allocation programming information decision system (RAPIDS) and Tri-Charts for disconnects and initiatives. Phase 1 submissions are sent forward as: (1) Balanced submissions (disconnects and initiatives = offsets) and (2) Prioritized unfunded disconnects and initiatives Phase 2 Submission. POM deliverables include approved RAPIDS and Tri-Charts for offsets to meet any HAF bogey against the E&T portfolio. AETC/A8PP will send out a separate call to generate offsets for Phase 2 as needed Example POM Build Timeline and Structure POM Overview. As in previous years, the POM process is defined by several distinct stages with varying submission deliverables and due-dates. While specific requirements for each phase change annually according to AF guidelines, AETC anticipates that cycles will have similar timelines and structure as in previous POMs Notional Submission Due Dates. (may change with AF guidance) Nov. Program Summaries updated in AETC Planning and Programming System (APPS) Jan. (1) POM Issues in APPS, RAPIDS, Tri-Charts, Bullet Background Papers (BBP); (2) Zero-balance reprogramming (ZBR) in APPS, RAPIDS, and Tri-Charts); (3) Panel program review briefings loaded to POM SharePoint site Feb. Below-Scope ZBT RAPIDS completed in APPS TBD. Phase 2 E&T offsets due in APPS as required.

15 AETCI JUNE Figure 6.1. Example POM Timeline.

16 16 AETCI JUNE 2017 Chapter 7 BUDGET AND EXECUTION PROCESS (OPR AETC/FM) 7.1. The Budgeting Process: The budget phase begins with the AF s portion of the President s budget through the AETC execution plan (EP) submission focusing on the next fiscal year. The EP has considerably more financial details than the POM due to the varied levels of inputs from the wings to AETC. Proposed budget changes are presented through AETC s corporate process to leadership for their review and decisions, which are documented during the EP corporate process meeting Budget and Execution Timeline: See Figure Execution. The execution phase occurs simultaneously with the programming and budgeting phases. Current execution year (EY) proposed budget changes are presented through AETC s corporate process to leadership for their review, and decisions are documented during the applicable budget execution drill (e.g., initial distribution, mid-year review, or end of year). Their review ensures that programs are funded in accordance with current financial policy and are properly and reasonably priced. Execution also provides feedback to the senior leadership concerning the effectiveness of current and prior resource allocations. Metrics are used to support the execution review to measure actual output versus planned performance for AETC programs. If current EY performance goals are not being met, execution reviews may lead to recommendations to adjust resources and/or restructure programs to achieve desired AETC performance goals. Subject to Congressional actions on authorizations and appropriations bills, a typical timeline is provided below (Figure 7.1) First Quarter of the Fiscal Year: Validation of EP spend plan approved by the AETC Corporate Process during the end of the 3rd Quarter of the previous Fiscal Year. A planning numbers drill is conducted to decide execution of continuing resolution authority (CRA) until initial distribution (ID) Second Quarter of the Fiscal Year: Upon appropriation approval and apportionment from SAF/FM (starts in 1st Qtr), AETC corporately begins validating the EP and any mission changes to develop the ID amounts for AETC wings Third Quarter of the Fiscal Year: Conduct mid-year review based on a straight line of 80% execution and to posture for fiscal year end (FYE) budget drill during the 4th quarter. Also, a spend plan metric is used to analyze current EY goals of an existing program to ensure they are achieving desired AETC performance goals Fourth Quarter of the Fiscal Year: FYE budget drills are formulated to capture 100% execution by midnight, 30 Sep of each calendar year. This drill includes a CCapproved EOY unfunded strawman prioritization strategy (i.e., financial risk and highmoderate-low operational risk requirements).

17 AETCI JUNE Figure 7.1. Budget and Execution Timeline. WILLIAM A. SPANGENTHAL, Brigadier General, USAF Director of Plans, Programs, Requirements and Assessments

18 18 AETCI JUNE 2017 References Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION AETCI , HQ AETC Corporate Structure, 21 October AF Form 847, Recommendation for Change of Publication, 22 September 2009 AF/A5R Requirements Development Guidebook. AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim. AFI , Operations Capability Requirements Development, 6 November AFI , Control and Documentation of Air Force Programs, 15 August AFI , Continuous Process Improvement, 15 April AFMAN , Management of Records, 1 March AFPD 10-6, Capability Requirements Development, 6 November AFPD 16-5, Planning, Programming, Budgeting, and Execution Process, 27 September AFPD 65-5, Cost and Economics, 6 August AFPD 65-6, Financial Management Budget, 1 May AFPD 90-11, Air Force Strategy, Planning, and Programming Process, 6 August Air Force Smart Operations for the 21st Century (AFSO21) Playbook, version 2.1, vol B, May CJCSI C, Joint Strategic Planning System, 20 November CJCSI I, Joint Capabilities Integration and Development System (JCIDS), 23 January DoD _AFMAN , Freedom of Information Act Program, 21 October 2010 DoDD , Functions of the Department of Defense and Its Major Components, 21 December DoDD , Clearance of DoD Information for Public Release, 22 August 2008, (Change 1, 16 March 2016). DoDD , The Planning, Programming, Budgeting, and Execution Process, 25 January DoDM , DoD Information Security Program, 24 February HAF-MD 1-56, Deputy Chief Of Staff Strategic Plans and Requirements, 28 January Joint Publication 5-0, Joint Operation Planning, 11 August Abbreviations and Acronyms 2 AF 2d Air Force 19 AF 19th Air Force

19 AETCI JUNE A1 Directorate of Manpower, Personnel and Services A2/3/10 Directorate of Intelligence, Operations, and Nuclear Integration A4/7 Directorate of Logistics, Installations, and Mission Support A5/8/9 Directorate of Plans, Programs, Requirements and Assessments AETC Air Education and Training Command AETCI Air Education and Training Command Instruction AFB Air Force Base AFRS Air Force Recruiting Service ANG Air National Guard APPS AETC Planning and Programming System AO Action Officer ARC Air Reserve Components ASPD AETC Strategic Planning Dashboard AU Air University BBP Bullet Background Paper BER Budget Execution Report BoD Board of Directors CA Capabilities Annex (Classified Annex) CBA Capability Based Assessment CC Commander CFL Core Function Lead CFSP Core Function Support Plan CFT Core Function Team CG Air National Guard advisor to the commander COA Course of Action CoC Council of Colonels CPI Continuous Process Improvement CSAF Chief of Staff of the Air Force CRA Continuing Resolution Authority CV Vice Commander DoD Department of Defense DOTmLPF-P Doctrine, Organization, Training, materiel, Leadership, Personnel, and Facilities-Policy

20 20 AETCI JUNE 2017 E&T Education & Training ESG E&T Executive Steering Group EOY End of Year EP Execution Plan EY Execution Year FM Financial Management & Comptroller FYDP Future Years Defense Program FYE Fiscal Year End HAF Headquarters Air Force (staff) HCA Human Capital Annex HQ Headquarters ID Initial Distribution MAJCOM Major Command MILCON Military Construction NAF Numbered Air Force OCR Office of Collateral Responsibility OODA Observe, Orient, Decide, and Act OPR Office of Primary Responsibility PACE Profession of Arms Center of Excellence PE Program Element PEM Program Element Manager PGM Program Guidance Memorandum PPG Plan to Program Guidance PPI POM Preparation Instruction POM Program Objective Memorandum RAP Resource Allocation Plan RAPIDS Resource Allocation Programming Information Decision System RDS Records Disposition Schedule ROC Requirements Oversight Committee SAS Studies and Analysis Squadron SCF Service Core Function SECAF Secretary of the Air Force

21 AETCI JUNE SMA Strategic Management Annex SME Subject Matter Expert SMP Strategic Master Plan SP3 Strategy, Planning, and Programming Process SPA Strategic Posture Annex SPG Strategic Planning Guidance STA Science and Technology Annex (Classified Annex) TMT Task Management Tool VTC Video Teleconfrence ZBR Zero Balance Reprogramming ZBT Zero Balance Transfer Terms Action Officer (AO) Person who takes the lead on a tasking within a directorate. An AO must be assigned for each office of primary responsibility. The AO is responsible for task completion. Action Plan Overall get well plan that addresses how an organization will achieve an objective s intended results. Action plans may include initiatives and activities. Air Force Strategic Master Plan (SMP) Translates the Air Force strategy into guidance, goals, and objectives within a 20-year timeframe. The SMP is the primary source document for the development and alignment of subordinate strategic planning across the entire Air Force. The alignment of Air Force priorities and goals to national guidance informs planning and actions at successively lower level of Air Force organizations and forms the basis for the development of future force options and performance management plans. Broken Glass Is an FM term describing critical must pay requirements. These are requirements that can be pushed out and were not funded during initial funding. However, the requirement needs to be funded before the end of the fiscal year. Ref: Introduction to PPBE Reference Manual, Oct Capability For the purpose of this instruction, a capability is the ability to execute all or part of an assigned mission. The ability to achieve a desired effect under specified standards and conditions through combinations of means and ways across the full spectrum of DOTmLPF-P to perform a set of tasks to execute a specified course of action. Capability Gap For the purpose of this instruction, a capability gap is the inability to execute all or part of an assigned mission. The gap may be the result of no existing capability, lack of proficiency or sufficiency in an existing capability solution, or the need to replace an existing capability solution to prevent a future gap. Core Function Leads SecAF/CSAF-designated leaders who serve as the principal integrators for their assigned SCFs and the corresponding Air Force CFSPs. CFLs guide the SCF process and all SCF-related appropriation priorities by orchestrating the development of SCF in collaboration with key stakeholders across the Air Force to include MAJCOMs, the ARC, and

22 22 AETCI JUNE 2017 functional authorities. CFLs have tasking authority with regard to SCF planning and programming issues to identify enabling capabilities in, and integration requirements/ opportunities with, other SCFs, joint forces, civilian government and non-government organizations, and allied/partner nations. CFLs provide a prioritized SCF investment & O&M submission for HAF POM Integration. CFLs participate at all appropriate levels of the AFCS. For all SCF-specific governance structures, CFLs serve as Chair or Co-Chair. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Core Function Teams There is one team formed for each of the four pillars (Recruiting, Education, Tech Training, and Flying Training) a POC from A8PX will be a member and liaison between the CFT and A8PX. Core Function Support Plans Developed by CFLs, in collaboration with key stakeholders across the Air Force CFSPs align strategy, operating concepts, and capability development by SCF, to provide financial constructs for enhancing Global Vigilance, Global Reach, and Global Power across the range of military operations. These constructs include major investment plans in the form of Planning Force Proposals (PFPs). Along with other internal and external products, the AFSEA, the AFSP, and the SPG s Planning Guidance provide the strategic context for CFSP production. When developing CFSPs, CFLs must account for all related authoritative perspectives across the Air Force, including the perspectives of regional Air Force commands; and CFLs coordinate their CFSPs with all HAF 2-letter/digit organizations and OCRs prior to submission. CFLs update CFSPs every other year. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Corporate Process Review process composed of several formal executive groups chartered to develop command positions on key issues. The structure is designed to increase management effectiveness and improve cross-functional decision making by providing a forum in which senior leaders can apply collective judgment and experience to major programs, objectives, and issues. Course of Action (COA) The COA is a planning and decision process that culminates in a sponsor decision. It principally refers to the decision to proceed or not proceed with development of one or more prospective materiel solutions as informed by an AoA. The COA includes a series of alternative program choices developed by the MDA or designate, presented to a sponsor and that once a specific COA is selected, becomes a formal agreement between the MDA and the operator (usually Lead Command Commander) that clearly articulates the performance, schedule, and life cycle cost expectations of the program. The COA provides the basis for the Technology Development Strategy during the Technology Development phase. Ref: AFI , Operations Capability Requirements Development, 6 Nov Disconnect An existing Program Element that is unexecutable because of a shortfall of resources to satisfy the content validated by HAF. AFI , Control and Documentation of Air Force Programs, 15 August Data Call Process that tasks PEMs, CFTs, and MAJCOMs to provide their Disconnects, Validated Initiatives, and Offsets. Validated Initiatives are new requirements that have been validated by the ROC process DOTmLPF-P Is the DoD acronym that pertains to the eight possible non-materiel elements involved in solving warfighting capability gaps. These solutions may result from a Capabilities-

23 AETCI JUNE Based Assessment (CBA) or any study that investigates DoD warfighting capabilities and identifies capability gaps. DOTmLPF-P is cited in CJCSI , Joint Capabilities Integration and Development System (JCIDS) and described in detail in the JCIDS Manual. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim DOTmLPF-P Defined: - Doctrine: the way we fight (e.g., emphasizing maneuver warfare, combined air-ground campaigns) - Organization: how we organize to fight (e.g., divisions, air wings, Marine-Air Ground Task Forces) - Training: how we prepare to fight tactically (basic training to advanced individual training, unit training, joint exercises, etc.). - materiel: all the stuff necessary to equip our forces that DOES NOT require a new development effort (weapons, spares, test sets, etc. that are off the shelf both commercially and within the government) - Leadership and education: how we prepare our leaders to lead the fight (squad leader to 4-star general/admiral - professional development) - Personnel: availability of qualified people for peacetime, wartime, and various contingency operations - Facilities: real property, installations, and industrial facilities (e.g., government owned ammunition production facilities) - Policy: DoD, interagency, or international policy that impacts the other seven non-materiel elements Eight-Step Problem Solving Process (1) Clarify and validate the problem, (2) Break down the problem and identify performance gaps (Observe), (3) Set improvement target, (4)Determine root cause (Orient), (5) Develop countermeasures (Decide), (6) See countermeasures through, (7) Confirm results and process, and (8) Standardize successful processes (Act). Air Force Smart Operations for the 21ST Century (AFSO21) Playbook, Version 2.1, Vol 1, May 2008 Far-Term Eleven to 30 years into the future beyond the SPG-directed planning year. This timeframe represents a period of uncertain threats and environments. It tests the bounds of doctrine, tactics, and capabilities. AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Flight Plan A document generated to achieve alignment across functional areas, influence resourcing decisions, provide informative inputs to support plans, or direct discrete activities (i.e. non-core Function-related). Flight Plans must be aligned with AF Strategy and the SMP. Flight plans may also be used to develop a Planning Choice Proposal. Ref: Air Force Strategic Master Plan 2015, & AFPD90-11, Air Force Strategy, Planning, and Programming Process, 6Aug15 Future Years Defense Program (FYDP) Future Years Defense Program. The official OSD document and database that summarizes the Secretary of Defense approved plans and programs for the Department of Defense. Ref. AFI , Control and Documentation of Air Force Programs, 15 August 2006.

24 24 AETCI JUNE 2017 Initiatives A new program not yet approved or approved and not previously funded in the FYDP or a change in an approved program s content requiring funds. Introduction to PPBE Reference Manual, Oct Measure or metric Quantitative means of assessing organization performance against an objective. Measures also communicate the true intent of an objective. Mid-term Six to 10 years into the future beyond the SPG-directed planning year. This timeframe represents a period of anticipated threats, environments, doctrine, tactics, and capabilities. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Mission Fundamental reason for being; purpose of the organization, and why it exists beyond present day operations. Often established by stakeholders and could be unchanging for 20 to 100 years. AETC mission statement: Develop America s Airmen Today for Tomorrow. Near-term Five years into the future beginning with the SPG-directed planning year. This timeframe represents a period of expected threats, environments, doctrine, tactics, and capabilities. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Offsets Resource savings produced by an over-resourced program. definition see Introduction to PPBE Reference Manual, Oct For more detailed Perspective Set of viewpoints (usually four) to a strategy, represented by key strategy constituents/stakeholders. Viewed horizontally, each perspective represents the set of objectives desired by a particular stakeholder (financial, customer, internal process, learning and growth/employees). The perspectives, when taken together, permit a complete view of the strategy and tell its story in a clearly understandable framework. Note: On the AETC strategy map, the financial perspective was replaced with mission. Planning Translates strategy into an integrated and balanced Air Force Plan to guide Capability Development, Programming, Budgeting, and shapes leadership strategic communications. Ref: AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Planning Choice A disconnect, initiative, or offset, regarding future use of AF resources, that has not been approved for inclusion in the Thirty Year Plan. The E&T Governance Structure reviews these using the results of the strategic prioritization framework, at increasingly higher governance levels until agreement can be reached, and if not reached at one of the lower levels of governance (CoC, ESG, and BOD), final approval occurs at the planning choices event chaired by SecAF/CSAF. Point of Contact (POC) Individual designated by the OPR to meet all OPR responsibilities. POC and OPR are often used interchangeably, but the organization of primary responsibility retains ultimate accountability. Process Work in sequence that, in the customer s opinion, adds value to a product, information or service. Resource Allocation Plan The RAP is the 30-year force structure and funding allocation plan for Air Force Blue-TOA. The RAP is organized as a fiscally constrained and risk informed effects-based capability portfolio. It is adjusted annually in order to adapt to evolving fiscal and

25 AETCI JUNE strategic guidance. Ref: AFPD 90-11, Air Force Strategy, Planning, and Performance Process, 6 August 2015 Service Core Functions Functional areas that delineate the appropriate and assigned core duties, missions, and tasks of the USAF as an organization, responsibility for each of which is assigned to a CFL. SCFs express the ways in which the USAF is particularly and appropriately suited to contribute to national security, although they do not necessarily express every aspect of what the USAF contributes to the nation. Ref: AFPD 90-11, Air Force Strategy, Planning, and Performance Process, 6 August 2015 Strategy Focused set of priorities that, when achieved, guide an organization toward its vision. Strategy is the centerpiece of strategic governance. Strategic Governance Process for assessing the review and follow-through in achieving strategic performance which includes leadership accountability, decision-making constructs, and strategy change process. Strategy Management Process by which strategy is defined, governed, and communicated, and by which the organization is aligned to the strategy. Strategy Map Visual representation of an organization's strategy and the processes and systems necessary to implement that strategy. A strategy map will show employees how their jobs are linked to the organization's overall objectives. Strategic Plan A Flight Plan that articulates an organization s mission, vision, priorities, goals, and objectives in a single statement of strategic intent. Strategic Planning The process of systematically evaluating the nature and direction of the strategic environment, identifying long-term goals and objectives, and developing strategies to reach the goals and objectives to support resource allocation; embraces capabilities-based methodology and performance planning, and covers near-, mid-, and long-term planning horizons, as determined by the needs of the specific organization. Ref: AFPD 90-11, Air Force Strategy, Planning, and Performance Process, 6 August 2015 Air Force Strategic Planning Guidance (SPG) An annual document from AF/A5/8, that shapes the air, space, and cyberspace force by translating strategy into planning and programming guidance to meet national security objectives at the lowest overall risk possible given available resources. The SPG defines the Air Force position on Total Force Enterprise (TFE) force structure, readiness and sustainability, infrastructure, and modernization/recapitalization. The SPG links the AFSP to CFSPs by providing Planning Guidance for force structure development, based upon the 20-year Planning Force results of the previous year s PFP Integration process. The SPG s long-term major investment plan influences operational concept development, organizational change, and training plans, and provides parameters for requirements generation to produce the proper balance between current and future Air Force priorities. SPG Programming Guidance provides authoritative direction for Air Force POM development. Ref: AFPD 90-11, Air Force Strategy, Planning, and Performance Process, 6 August 2015 Strategy, Planning, and Programming Process (SP3) Process to integrate strategy, concepts, and capability development to identify force objectives and programming to support practical organization, training, equipping, and posture across the Total Force. Comprised of distinct,

26 26 AETCI JUNE 2017 interrelated elements set in the context of Presidential and DoD guidance. The elements are categorized as Strategic Planning, Program Planning and Development, and Program Defense. Ref: AFPD 90-11, Air Force Strategy, Planning, and Performance Process, 6 August 2015 Strategic Prioritization Framework (SPF) Process designed to provide scalable AF enterprise-wide strategic initiative assessments and integration. The process includes objective and subjective variables designed for repeatable, consistent scoring of programs, initiatives, and offsets. It provides comparable information and data visualization on disparate AF programs/initiatives to support decision making by senior leaders. Strategy Review Corporate meetings held regularly to review progress toward accomplishing strategy map objectives. Theme Grouping or cluster of objectives around a common area; may span all multiple perspectives. Total Force Enterprise Three components (RegAF, AFR, and ANG) that together with AF civilians make up the Air Force. AFGM , Air Force Strategic Planning Process, 3 October 2016, Interim Vision Mental image of the future, including how to approach the customer and satisfy the mission, how services are delivered, how to organize and manage people, and other resources. Vision is time bound and can be quantitative or qualitative.

27 AETCI JUNE Attachment 2 FLIGHT PLAN TEMPLATE Figure A2.1. Flight Plan Template. Flight Plan Template Note: All italicized and red text are examples Purpose The purpose of the XXX flight plan is... Example: The purpose of the Strengthening Relationships (SR) Flight Plan is to expand the AF s influence and trust with key partners by building active networks for collaboration and information sharing. These networks will assist in conveying Air Force messages and capabilities, as well as, allowing creative, critical, and strategic thinkers to analyze national security challenges. Airmen knowledgeable in the importance of air, space, and cyber power will share expertise with members across the whole of government, industry, academia, international partners, and the local community to expand AF influence AETC Goal(s) and Objective(s) Linkage Goal (s) : Add the AETC Strategic Plan goal (s). (Identify linkage for the AF Stratgeic Master Plan Goals) Examples from the Strengthen Relationbship (SR), and Agile Airmen (AA): Strengthen relationships with Congress, think tanks, academia, industry, the Joint and interagency team, and international partners. (SMP: IN3.1, IN3.2, and IN3.3) Recruit, train, and educate tomorrow s ready and responsive diverse Airmen and leaders, adaptable to any environment (AG1.1 and AG1.2) Institute Just-in-Time training to meet emerging multi-mission/multi-skillset requirements. (AG1.1.H1.1, AG1.1.H1.1.2, and AG1.6.H1.3) Objective (s): Add the AETC strategic objective (s) and any developed operational objective. Examples from the Strengthen Relationbship (SR), Agile Airmen (AA), and Core Values (CV) Flight Plans: SR1. Invest in partnerships and formalized staff/faculty exchanges and share outcomes/lessons learned.