BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE INSTRUCTION 36-502 30 MARCH 1994 AIR FORCE SUSTAINMENT CENTER Supplement 25 JUNE 2015 Personnel MANAGING CIVILIAN PERSONNEL RESOURCES 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: HQ USAF/DPCX Supersedes: OPR: AFSC/DPB AFR 40-312, 20 February 1980 and AFR 40-112, 25 October 1973. (AFSC) Certified by: HQ USAF/DPC (Mr John R. Graham) Pages: 13 Certified by: AFSC/DP (Ms. Dana M. Crowe) Pages:8 This instruction implements AFPD 36-5, Civilian Personnel Resource Management, and AFPD 36-1, General Civilian Personnel Provisions and Authorities. It includes instructions for commanders, managers, and financial management specialists who oversee civilian employees. Use this instruction with Air Force 38- and 65-series publications. Attachment 1 contains a glossary of terms. (AFSC) This supplement implements and extends the guidance of Air Force Instruction (AFI) 36-502 Managing Civilian Personnel Resources, replacing the Tinker Air Force Base Supplement dated 6 May 2010. This supplement describes the Air Force Sustainment Center (AFSC) procedures and standards that govern management of civilian personnel resources. This publication applies to AFSC commanders, managers, and financial management specialists who oversee civilian employees. Ensure that all records created as a result of processes prescribed in this publication are maintained in accordance with Air Force Manual (AFMAN) 33-363, Management of Records, and disposed of in accordance with Air Force Records Information
2 AFI36-502_AFSCSUP 25 JUNE 2015 Management System (AFRIMS) Records Disposition Schedule (RDS) located at https://www.my.af.mil/afrims/afrims/afrims/rims.cfm SUMMARY OF CHANGES This is the first publication of AFI 36-502, substantially revising AFRs 40-312 and 40-112. It updates, clarifies, and streamlines previous guidance on managing civilian personnel resources. (AFSC) This publication updates text in response to the 5-Center Construct (5CC) that created the Air Force Sustainment Center (AFSC) and will serve as a supplement to AFI 36-502. 1. Objective. The Air Force needs to manage civilian human resources within budget while balancing: Mission needs. Operational economy and efficiency. Skills and career paths. Employee development and motivation. Recruitment and retention of competent people. 2. Civilian Resource Management Responsibility. Civilian resource management responsibility is assigned down through the Air Force chain of command from the Secretary of the Air Force to commanders of major commands (MAJCOM) or comparable organizations, to subordinate commanders on down to first-level supervisors. Each manager who employs civilian personnel within the chain of command must manage civilian resources properly and is accountable for their immediate supervision. Managers and supervisors at each level must evaluate their subordinate supervisors on how well they manage their civilian resources and take appropriate action to correct or reward managers" performance. 2.1. All managers and supervisors: Match civilian appointments (permanent, term, or temporary) to the projected length of the workload and the available funding. Appoint employees on a temporary basis when execution year dollars are used to fund the position from other than civilian pay. Make sure that employee work schedules accommodate both the employees" needs and the efficient and effective accomplishment of the mission. Make sure the Air Force Resource Allocation process approves reprogramming of civilian pay funds prior to committing to long-term resource management plans (decisions that commit resources for more than 2 years). Exercise personnel management authority to minimize adverse impact on the civilian workforce. Track civilian resource costs and take action to ensure successful budget execution. Tell the corporate board about surplus funds for redistribution (see paragraph 2.2.). Prepare an employment plan for the following fiscal year, not later than March of each year. 2.1.1. Managers and supervisors must set up positions and compensate and reward personnel within their civilian resource budget and in accordance with: Applicable authorities. Sound management practices.
AFI36-502_AFSCSUP 25 JUNE 2015 3 The advice and assistance of manpower, comptroller, and personnel specialists. 2.2. MAJCOMs, field operating agencies, direct reporting units, and installation commanders establish a corporate board to make sure that civilian resources are used most efficiently and effectively. The commander or designated representative chairs the board, which includes functional managers and representatives from the civilian personnel, financial management, and manpower communities. The board: Reviews civilian resource management operating budget submissions at installation level. Periodically reviews employment plans and compares civilian pay expenditures against budgetary targets. Provides managers and supervisors with targets for the civilian resource operating budget, allocates directed adjustments, and redistributes any surplus funds. Establishes instructions on civilian resource management for the installation. 2.2. (AFSC) The Civilian Employment and Cost Management Committee (CECMC), as chaired by the AFSC Executive Director, the Directorate of Personnel (AFSC/DP) and Directorate of Financial Management (AFSC/FM), serve as the corporate board primarily responsible for civilian resource management of the operating budget account number (OBAN) for AFSC. Although the Executive Director primarily exercises authority over the AFSC OBAN, the Center CECMC has oversight responsibility for all civilian employment planning (CEP) and execution within AFSC. (Note: This is intended to provide AFSC/CA CEP oversight from a Center perspective. The ABW/CCs will retain primary responsibility for program execution of their respective OBAN {72 ABW, 75 ABW and 78 ABW} to include approval of ABW overhires). The organizations having representation on this committee are designated in Attachment 2 of this supplement. AFSC/DP will provide copies of the charts and meeting minutes to each wing/staff office to include those not listed as CECMC members. 2.2.1. (Added-AFSC) The ABW/CCs will establish a CECMC committee that is responsible for civilian resource management of ABW OBANs. Organizations represented for this committee are recommended in Attachment 3 of this supplement. ABW Human Resource Managers (CEP POCs) will provide copies of the charts and minutes of the CECMC meetings to AFSC/DP, the Center POC. (Note: As directed by the AFSC Executive Director, the ABW s will provide updates and presentations at Center CECMC meetings to ensure coordination and a holistic approach is communicated from an overall civilian employment management perspective.) 2.2.2. (Added-AFSC) Each committee will review and make recommendations on the Civilian Employment Plan (CEP) for their respective OBAN. Each committee shall review organizational targets and End of Year (EOY) projections, approve overhire requests, and review execution status to assure civilian pay is managed within approved funding levels, manpower authorizations and workyear allocations. Periodically, each committee will review and make recommendations as necessary on base personnel management programs and practices such as: performance management, affirmative employment objectives, labor/employee relations activities, high-grade programs, and force development.
4 AFI36-502_AFSCSUP 25 JUNE 2015 2.2.3. (Added-AFSC) Each committee will review employment plans and recommend hiring policy to their respective commanders for accomplishing funding, manpower, or workload reprogramming decisions that involve changes to the civilian workforce. 2.2.4. (Added-AFSC) The Center CECMC will convene quarterly at a minimum or at the discretion of AFSC Executive Director. 2.2.4.1. (Added-AFSC) CECMC approved overhire positions, funded by the lapse rate, will expire at the end of every fiscal year. AFSC will have two processes for overhire requests: a yearly data call and a mission critical request. In either case, overhires shall be coded in Defense Civilian Personnel Data System (DCPDS) using the 10-character Manpower Position Control Number (MPCN) field, in accordance with AFMCI 36-603, Civilian Overhire Programs. The MPCN will be provided by AFSC/DPBR. 2.2.4.1.1. (Added-AFSC) A yearly data call will be conducted by AFSC/DP in conjunction with the civilian employment plan process. AFSC/DP will send the data call announcement to each organization s workflow requesting inputs. The submissions will be prioritized at the next CECMC meeting and approval will be given by the CECMC Chairman. The submissions will be on the AFSC Form 502, Overhire Request Form (see Attachment 4) to include manpower validation and staffed on an esss with Wing/Complex/Directorate-level approval along with additional coordination from the Center Senior Functional (CSF), if applicable per AFMCI 36-603, Civilian Overhire Programs. 2.2.4.1.2. (Added-AFSC) Mission critical overhire requests during the fiscal year can be staffed via an esss through AFSC/FM, CSF (if appropriate), and then AFSC/DP. AFSC/DP will add the overhire request to the next scheduled CECMC agenda for review and approval. In the event that the next CECMC meeting is not scheduled, the request will be sent by AFSC/DP to AFSC/CA for approval. Organizations must identify an offset within their organization to fund the request if funding is not available at the time. This may be stated in the Justification section of the AFSC Form 502, Overhire Request Form (see Attachment 4). Overhire requests must be submitted on the AFSC Form 502, Overhire Request with manpower validation. 2.3. Air Force civilian personnel, financial management personnel, and manpower personnel jointly help managers and supervisors by: Developing, defending, and coordinating budgets, funding, utilization, and projections for civilian resources. Allocating manpower resources. Forecasting, executing, and adjusting civilian pay budgets. Advising managers and supervisors on human resource issues. 2.3. (AFSC) Organizations will conduct resource meetings as required. They will provide information at the working level on policies and changes affecting civilian personnel resources and disseminate reports tracking strength, authorizations, and targets. 2.4. Civilian Personnel Flights (CPF) assist managers and supervisors by:
AFI36-502_AFSCSUP 25 JUNE 2015 5 Helping them plan employment. Consolidating installation employment plans not later than March and forwarding them to HQ USAF as required. Advising managers on how best to use civilian human resources. 2.4. (AFSC) All references to CPF in paragraph 2.4 are replaced by AFSC/DP. AFSC/DP will develop Center-level employment plans and help ABWs with development of their plans. AFSC/DP will work with ABWs with developing options to accomplish various workforce adjustments/realignments as needed. 2.4.1. CPFs help determine the costs of position management, personnel administration, and operational requirements, including: The costs of recruitment and staffing. The kinds of skills available in the local labor market. Affirmative employment goals. The use of flexible work schedules and appointment types. 2.4.1. (AFSC) Forecast mission requirements and plan accordingly. 2.5. Manpower offices help managers and supervisors by: Determining and validating manpower requirements needed to accomplish the mission. Processing authorization change requests to the MAJCOMs for validated manpower requirements. Advising managers on how best to use manpower resources. 2.6. Financial managers and comptrollers help managers and supervisors by: Developing and defending civilian resource budget projections based on programs approved by the corporate board. Advising managers on budgeting techniques and practices, on how to execute their civilian resource budget, and on how best to use civilian resource funds. 2.6.1. (Added-AFSC) Validating overhire requests by analyzing cost data and the annual civilian pay budget. 2.6.2. (Added-AFSC) AFSC/FM and CPTS/FM will work closely with HQ AFMC/FM to develop the workyear cost and provide funded workyear targets to AFSC/DP and FSS/FSMCs, respectively, based on information provided by AFMC. AFSC and ABW personnel offices, in conjunction with resource managers, will develop a strength plan to execute the funded workyears.
6 AFI36-502_AFSCSUP 25 JUNE 2015 3. Reporting Requirements. Civilian Man-Year Cost Management Program Reports (RCS: HAF-DPC [AR] 7401), is assigned any reports generated by this instruction. This reporting requirement is designated Status Code C-1. Continue reporting during emergency conditions, precedence priority. Submit data requirements assigned this category as prescribed or by any means to ensure arrival on the established due dates. BILLY J. BOLES, Lt General, USAF DCS/Personnel (AFSC) BRUCE A. LITCHFIELD, Lt General, USAF Commander
AFI36-502_AFSCSUP 25 JUNE 2015 7 Terms Attachment 1 GLOSSARY OF TERMS Civilian Pay Budget The total obligation authority comprised of Direct Obligating Authority dollars and earnings from reimbursements. Civilian Resource Management The practice of balancing mission needs, operational economy and efficiency, skills and career paths, employee development and motivation, and recruitment and retention of competent people within a civilian pay budget. Employment Planning Identifying employment levels and work years needed to accomplish the mission within the civilian pay budget. Resource Allocation Process The Air Force corporate approach to planning, programming, and budgeting the resources needed to execute Air Force programs now and for the next 6 years. The process uses six functional teams who develop options and make recommendations to senior leadership. Civilian Personnel Resources The dollars allocated to an organization for the purpose of civilian employment.
8 AFI36-502_AFSCSUP 25 JUNE 2015 Attachment 1 (AFSC) GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION Prescribed Forms AFSC Form 502, Overhire Request Form
AFI36-502_AFSCSUP 25 JUNE 2015 9 Attachment 2 (Added-AFSC) AFSC CECMC MEMBERSHIP Figure A2.1. (Added) AFSC CECMC Membership Executive Director (AFSC/CA) 1 448 Supply Chain Management Wing (448 SCMW/CL) 635 Supply Chain Operations Wing (635 SCOW/CC) 72 ABW (72 ABW/CC) 75 ABW (75 ABW/CC) 78 ABW (78 ABW/CC) Director of Staff (AFSC/DS) 2 Contracting (AFSC/PK) Engineering & Technical Mgmt (AFSC/EN) Financial Management (AFSC/FM) Logistics (AFSC/LG) Personnel (AFSC/DP) Ogden Air Logistics Complex (OO-ALC/CC) Oklahoma City Air Logistics Complex (OC-ALC/CC) Warner Robins Air Logistics Complex (WR-ALC/CC) Other Associate Units as Appropriate (ad hoc member) NOTES: 1. Committee Chairman 2. Represents AFSC Staff Offices including HO, IG, JA, SB, SE and any other organization not represented.
10 AFI36-502_AFSCSUP 25 JUNE 2015 Figure A3.1. (Added) ABW Attachment 3 (Added-AFSC) ABW RECOMMENDED* CECMC MEMBERSHIP Commander, (ABW/CC) 1 Vice Commander, (ABW/CV) 2 Civil Engineer, (ABW/CE or CEG/CC/CL) Civilian Personnel, (FSS/FSMC) Comm/Information, (ABW/SC) Comptroller Sq, (CPTS/CC) Manpower and Organization, (FSS/FSMM) Mission Support Gr, (MSG/CC) NOTES: 1. Committee Chairman 2. Alternate Committee Chairman * This list is only a recommendation. Each ABW may adjust as necessary.
AFI36-502_AFSCSUP 25 JUNE 2015 11 Attachment 4 (Added-AFSC) INSTRUCTIONS FOR THE AFSC FORM 502, OVERHIRE REQUEST FORM Figure A4.1. (Added) Instructions f 1. PRIORITY #: Priority of request (1 X), with 1 being the highest/most important. 2. ORGANIZATION: Unit designation & office symbol for the proposed OH; e.g., AFSC/FMA. 3. PAS CODE: Identify the Personnel Accounting Symbol (PAS) Code to be used. 4. OSC: Identify the Office Symbol Code (OSC) to be used. 5. DATE REQUESTED: Self-explanatory. 6. # OHs REQUESTED: How many OH positions are being requested; e.g., 1. 7. INSTALLATION: Location where the OH will be if approved. 8. PEC: Identify the Program Element Code (PEC) to be used to fund salaries, if approved. If this is a 5CC offset OH, use the PEC of the authorization being held vacant. 9. EXTENSION OR REFILL OF EXISTING OVERHIRE(S): Yes or No; if yes, identify by name the current/former incumbent. 10. OH MPCN NUMBER(S): If this is a new O&M CECMC OH being requested, leave this field blank; DPB will assign the number. If this request is to extend an existing O&M CECMC OH, enter the existing MPCN that is identified in the DCPDS. If the request is for a 5CC offset OH, use the UMD authorization MPCN with an N as the first character instead of a 0. 11. COST OF THE OH(s): Calculate the cost based on the period of performance; if this is a new OH request, base it on the expected GS grade(s) at the step 5 level, plus benefit costs (contact your civilian pay analyst for the current benefits rate.) 12. PP/SERIES/GRADE: List all pay plans, series, grades that apply (may be more than one). 13. PERIOD OF PERFORMANCE DATES: Self-explanatory; e.g., 1 Oct 14 to 30 Sept 15. 14. FULFILL HIGHER DIRECTIVE: If the reason for the request is due to guidance received via new regulatory requirements, check the highest appropriate box to help explaining why OH(s) is/are required. If boxes are checked, attach the directive and reference in the justification statement. 15. IDENTIFY OVERHIRE TYPE: Check all of the boxes that apply. AFMCI 36-603, Civilian Overhire Programs, can be used to explain the terms and help determine applicability of given entries. Be prepared to support the boxes checked.
12 AFI36-502_AFSCSUP 25 JUNE 2015 16. IDENTIFY OVERHIRE TYPE WITH AN MPCN: If you are using a Manpower authorization as an offset/funding source, check the box identifying this and record MPCN in one of the boxes provided, as shown on the UMD. Attach a UMD extract to the request upon submission. 17. INCUMBENT ON EXTENDED ABSENCE : Check the boxes that apply, if this is what is driving the request. 18. JUSTIFICATION: Provide rationale for the request. Build a word picture that explains and supports the request. This should be done relative to mission and workload; e.g., what is the impact if position is not established/filled? If requirements have been identified through the POM process, include an explanation. If this is considered long term, explain why this has not been POMed for and what the long term plans are in this regard. If there is lower priority work being performed by personnel setting on valid Manpower authorizations, identify this and whether or not these authorizations can be used to perform the work. If you need additional space to write the justification, complete the word picture in an MSWord document and attach it to the request when you send it for coordination. 19. BASE MANPOWER OFFICE VALIDATION: This area is restricted. Manpower Office personnel will complete this part once they perform validation. Send the OH form to the Base Manpower Office for validation before coordination or filling the OH.
AFI36-502_AFSCSUP 25 JUNE 2015 13 Attachment 5 (Added-AFSC) SAMPLE OVERHIRE REQUEST FORM Figure A5.1. (Added) Sample Overhire Request Form