PWS Sec 6 Attachment 1_EOSI 36-100.pdf

USAF EXPEDITIONARY OPERATIONS SCHOOL

OPERATING INSTRUCTION 36-100

4 MAY 2025

Accessibility: This publication is available on the USAF Expeditionary Operations School SharePoint at https://usaf.dps.mil/sites/USAF-EC/EOS/Shared%20Documents/. If you do not have access, please contact the Administration Office via email: usafec.knowledgeOps@us.af.mil or the Office of Primary Responsibility (OPR) to request a copy.

Releasability: There are no restrictions on this publication.

This Instructional Part 1 establishes organizational and administrative governance outside the parameters of education and training for the USAF Expeditionary Operations School (EOS). This Instructional Part 2 establishes the operational education and training rules, procedures, and general governance for the USAF EOS. This Instructional Part 3 establishes the organizational, procedural, and support functions of the Mission Support Division. The requirements of this instruction support the expectations of the EOS Commandant (EOS/CC), higher headquarter echelons, course owners, the Southern Association of Colleges and Schools Commission on Colleges, Air University, and the Community College of the Air Force. It applies to all personnel assigned or attached to the USAF EOS.

All records created as a result of processes prescribed in this publication are to be maintained in accordance with Air Force Instruction (AFI) 33-322, Records Management and Information Governance Program, and are disposed in accordance with the Air Force Records Disposition Schedule, which is located in the Air Force Records Information Management System.

In accordance with the intent of DAFI 90-160, Publications and Form Management, this instructional part reduces and simplifies the above-referenced OIs it supersedes.

SUMMARY OF CHANGES

This instruction has been substantially revised and supersedes USAF EOS OI 36-100, 4 June 2024.

Major changes include revisions to authorities, chapter additions and reorganization, nomenclature, and terminology.

OPR: USAF EOS/CCE Certified by: USAF EOS/CC (Col Sarah Kaiser)

Pages: 95 https://usaf.dps.mil/sites/USAF-EC/EOS/Shared%20Documents

USAF EOS OI 36-100, 4 May 2025 2

TABLE OF CONTENTS

PART 1 - ADMINISTRATION

INTRODUCTION 10

I.1. The Purpose and Scope of the EOS 10

CHAPTER 1 – STAFF ROLES AND RESPONSIBILITIES 11

1.1. Purpose 11

1.2. Commandant (CC) 11

1.3. Senior Enlisted Leader (SEL) 11

1.4. Deputy Director (DD) 11

1.5. Executive Officer (CCE) 11

1.6. Executive Support (CCS) 12

1.7. Program Manager (PM) 12

1.8. Commandant’s Action Group (CAG) 12

1.9. Administrative Assistant (CCEA) 13

CHAPTER 2 – FOUNDATIONAL DOCUMENTS 14

2.1. Purpose 14

2.2. Expeditionary Center Charter 14

2.3. USAFEC OI 10-101 14

2.4. AMCI 36-2607 14

2.5. USAF EOS OI 36-100 14

2.6. Instructional System Development (ISD) Final Reports 14

2.7. Manpower and Resource Programming Tool 15

2.8. Administrative Guide 15

2.9. Community College of the Air Force Policies, Procedures, and Guidelines

(CCAF PPG) 15

CHAPTER 3 – INTERNAL CONTROLS 16

3.1. Purpose 16

3.2. Internal Controls Report 16

3.3. Commandant’s Inspection Program (CCIP) 16

USAF EOS OI 36-100, 4 May 2025 3

3.4. Commandant’s Critical Information Requirements (CCIR) 17

CHAPTER 4 – ORGANIZATION 18

4.1. Purpose 18

4.2. Mission and Vision Statements 18

4.3. Subordinate Unit Mission and Vision Statements 18

4.4. Organizational Diagram 18

4.5. Recall Rosters 19

4.6. Inprocessing 19

CHAPTER 5 – SAFETY, SECURITY & RISK MANAGEMENT 20

5.1. Purpose 20

5.2. Safety Office 20

5.3. Security Office 20

5.4. Risk Management 20

5.5. Emergency Management 20

5.6. Foreign Disclosure 21

5.7. Continuity of Operations (COOP) 21

CHAPTER 6 – PERSONNEL & MANPOWER 22

6.1. Purpose 22

6.2. Expeditionary Center Support to EOS 22

6.3. DoD Civilian Employees 22

6.4. Active Duty Personnel 244

6.5. Leave 24

6.6. Telework Policy 24

6.7. Fitness 24

6.8. SkillBridge Policy 24

6.9. Enlisted Force Distribution Panels (EFDP) 25

CHAPTER 7 – CHARTERED COUNCILS & WORKING GROUPS 26

7.1. Purpose 26

7.2. Technology & Innovation Group (TIG) 26

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7.3. Master Instructor Council (MIC) 26

CHAPTER 8 – BUDGET 27

8.1. Purpose 27

8.2. Processes 27

8.3. Authorities 28

8.4. Unite Funds 28

8.5. EOS Booth 28

CHAPTER 9 – RECOGNITION PROGRAM 29

9.1. Purpose 29

9.2. Awards Guide 29

CHAPTER 10 – WAIVERS, DEVIATIONS & EXCEPTIONS TO POLICY 30

10.1. Purpose 30

10.2. Waiver Process 30

10.3. Exceptions to Policy (ETP) 30

PART 2 - ACADEMIC AFFAIRS

CHAPTER 11 – ACADEMIC STANDARDS, INTEGRITY & CONDUCT 31

11.1. Foundation of Academic Policies and Standards 31

11.2. Roles and Responsibilities 31

11.3. Academic Integrity 31

11.4. Resolution of Issues 31

11.5. Course Attendance 31

CHAPTER 12 – ACADEMIC ROLES AND RESPONSIBILITIES 32

12.1. Roles and Responsibilities 32

12.2. Commandant (CC) 32

12.3. Deputy Director (DD) 32

12.4. Academic Affairs (EOA) 33

12.5. Provost 33

12.6. Dean of Academic Affairs (Dean AA) 34

12.7. Curriculum Design and Development (EOAC) 34

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12.8. Faculty Management (EOAT) 35

12.9. Course Management and Execution (EOAD) 36

12.10. Deans of Course Management and Execution 36

12.11. Academic Program Manager (APM) 37

12.12. Registrar (EOAR) 40

12.13. Librarian (EOAR) 40

12.14. Instructor Candidate (IC) 41

12.15. Student Instructor (SI) 41

12.16. Qualified Instructor (QI) 42

12.17. Guest Lecturer, Subject Matter Expert, Speaker of Opportunity 42

12.18. Squadron Commander (Sq/CC) 42

CHAPTER 13 – INSTRUCTOR QUALIFICATION REQUIREMENTS 45

13.1. Initial Qualification 45

13.2. Instructional Methodology Course (IMC) 46

13.3. Air University Policy Memorandum 46

13.4. Maintaining Instructor Qualifications 47

13.5. Unqualified Instructor Process 47

CHAPTER 14 – INSTRUCTOR EVALUATIONS 49

14.1. Evaluation Scheduling 49

14.2. Conducting Evaluations 49

14.3. Processing Evaluations 50

14.4. Quality Assurance Evaluations 50

CHAPTER 15 – QUALIFIED INSTRUCTOR DEVELOPMENT PROGRAM 51

15.1. Purpose 51

15.2. Program Management 51

15.3. Instructor Evaluator (IE) 51

15.4. Instructor Coach 51

15.5. Master Civilian Instructor (MCI) 52

15.6. Master Military Instructor (MMI) 53

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15.7. Master Instructor Emeritus (MIE) 54

CHAPTER 16 – FACULTY PROFESSIONAL DEVELOPMENT PROGRAM 55

16.1. Faculty Professional Development (FPD) 55

16.2. FPD Event Defined 55

16.3. Minimum FPD Requirement 55

16.4. New Instructor FPD 55

16.5. Academic Affairs Sponsored Events 55

16.6. Funding Professional Development 55

16.7. Documenting Professional Development 56

CHAPTER 17 – STUDENT RIGHTS, RESPONSIBILITIES & STANDARDS 57

17.1. Purpose 57

17.2. Enrollment and Reporting 57

17.3. Orientation 57

17.4. Promoting Achievement 57

17.5. Student Rights 58

17.6. Student Responsibilities 58

17.7. Student Complaints/Grievances 59

17.8. Misconduct 59

17.9. Student Elimination 59

17.10. Training Deficiency 61

CHAPTER 18 – CURRICULUM 62

18.1. Curriculum Defined 62

18.2. Curriculum Standards 62

18.3. Instructional Standards 62

18.4. Curriculum Change Process 62

18.5. Release of Curriculum 63

CHAPTER 19 – INSTRUCTIONAL SYSTEM DEVELOPMENT PROCESS 64

64 19.1. Description

19.2. Types of ISD Events 64

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19.3. Analysis Phase 64

19.4. Design Phase 64

19.5. Development Phase 66

19.6. Implementation Phase 68

19.7. Evaluation Phase 69

19.8. Course Deactivation 72

CHAPTER 20 – HOTWASH PROCESS 73

20.1. Level I Feedback Collection 73

20.2. Generate HW Reports and Assign Routing 73

20.3. Hotwash Assembly and Routing 73

20.4. Action Items (AI) 74

20.5. Level III Data Collection 74

CHAPTER 21 – FACILITY SCHEDULING 75

21.1. Facility Scheduling 75

CHAPTER 22 – REGISTRATION AND PROCESSING 76

22.1. Registration 76

22.2. Enrollment 76

22.3. Waivers 76

22.4. Class Changes 76

22.5. Reporting Instructions 76

22.6. In-processing 76

22.7. International Military Student (IMS) 77

CHAPTER 23 – GRADUATION REQUIREMENTS 78

23.1. Graduation 78

23.2. Graduation Roster 78

23.3. Student Recognition 78

23.4. Student Feedback 78

CHAPTER 24 – MOBILE TRAINING TEAM EXECUTION 79

24.1. Purpose 79

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24.2. Authorization 79

24.3. Approval 79

24.4. Graduation Roster 79

PART 3 - MISSION SUPPORT

CHAPTER 25 – MISSION SUPPORT DIVISION OVERVIEW 80

25.1. Purpose 80

CHAPTER 26 – STUDENT SERVICES 81

26.1. Student Services 81

26.2. Responsibilities Overview 81

26.3. Duties and Responsibilities 81

26.4. Squadron Responsibilities 82

CHAPTER 27 – LOGISTICS COMPOUND 84

27.1. Logistics Compound 84

27.2. Responsibilities Overview 84

27.3. Duties and Responsibilities 84

27.4. Squadron Responsibilities 846

27.5. User/Operator Responsibilities 846

CHAPTER 28 – MEDICAL AID STATION 88

28.1. Medical Aid Station 88

28.2. Responsibilities Overview 88

28.3. Duties and Responsibilities 88

28.4. Squadron Responsibilities 89

28.5. Student Responsibilities 89

28.6. Medical Removal from Training 89

CHAPTER 29 – CATM OPERATIONS 91

29.1. Armory 91

29.2. Responsibilities Overview 91

29.3. Duties and Responsibilities 91

29.4. Squadron Responsibilities 95

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ATTACHMENTS

ATTACHMENT 1. - Glossary of References and Supporting Information 96

ATTACHMENT 2. - EOS/CC Notification Matrix 103

ATTACHMENT 3. - Training Matrix 104

ATTACHMENT 4. - Level III Collection Schedule 105

ATTACHMENT 5. - Student Services Pre-Departure Checklist 106

ATTACHMENT 6. - Dormitory Layout Sheet 107

ATTACHMENT 7. - Student Infectious Disease Flowchart 111

ATTACHMENT 8. - Important EOS Mission Support Contacts 112

ATTACHMENT 9. - CCIP Schedule 113

USAF EOS OI 36-100, 4 May 2025 10

PART 1

ADMINISTRATION

INTRODUCTION

I.1. The Purpose and Scope of the EOS. The USAF EOS provides custom learning solutions for individual Course Owners in the form of in-residence and web-based training courses to prepare warfighters to win. The EOS’s authority and scope are derived from the USAF Expeditionary Center (EC) Charter from the Chief of Staff of the Air Force. The EOS represents the entire USAF, responsive to all HAF and MAJCOM expeditionary and cross-functional advanced readiness requirements. The Charter charges the EOS to rapidly develop and adjust expeditionary training to meet critical and emerging operational needs to prepare Airmen and the Air Force for the entire range of expeditionary operations, in both competitive and contested environments. The EC Charter further defines several specified roles for the EOS:

I.1.1. Execute advanced-level training focused on operations, maintenance, logistics, intelligence, medical, command and control, expeditionary and cross-functional readiness skills as required by HAF and MAJCOMs.

I.1.2. Provide Air Advisors with the foundational skills and training required to execute Security Force Assistance operations in support of Combatant Command Operations Plans and theater security cooperation objectives.

USAF EOS OI 36-100, 4 May 2025 11

CHAPTER 1 – STA FF ROLE S AND RESPONSI BILITIES

STAFF ROLES AND RESPONSIBILITIES

1.1. Purpose. This chapter outlines roles and responsibilities, and the programs commonly associated with EOS front office staff duty positions. Roles and responsibilities for civilian personnel are rooted in Position Descriptions and Performance Plans. Roles and responsibilities for military personnel are defined by USAF governing publications.

1.2. Commandant (CC). Exercises command, supervisory and managerial authorities over the EOS. The CC oversees the complex, numerous, and varied day-to-day support activities of the organization on behalf of the EC Commander (EC/CC). The CC makes technical and executive decisions for the EOS in all areas of functional responsibility; represents the EC/CC and EOS at meetings, conferences, official functions, and community events; and is the senior-most official for the EOS; exercises all delegated management authorities including UCMJ which is vested primarily in military officers. The CC holds a Senior Rater ID for EOS reporting units and executes the associated responsibilities.

1.3. Senior Enlisted Leader (SEL). Primary advisor to the EOS/CC, particularly for all enlisted matters. Exercises managerial authorities to ensure the readiness, training, health, morale, welfare and quality of life for the formations of the EOS. Directs resource activities, interpreting and enforcing policies and applicable directives, establishes control procedures to meet mission goals and standards and actively supports and maintains robust recognition programs. The SEL supervises the Administrative Assistant’s governing of awards and Enlisted Performance Brief administration.

1.4. Deputy Director (DD). Senior civilian official for the EOS who; exercises second-level supervisory and managerial authorities over the EOS as the Deputy. Oversees the complex, numerous, and varied day-to-day activities of the organization on behalf of the EC/CC and the EOS/CC. Makes technical and executive decisions for the EOS in all areas of functional responsibility; represents the EC/CC and EOS/CC at meetings, conferences, official functions, and community events; and exercises all delegated management authority excluding UCMJ authority which is vested in military officers only. The DD is responsible for ensuring adherence to the education and training standards, that the Course Owner requirements are met, the programming, manpower and internal controls are adequate for mission success, and that the EOS maintains compliance with all laws, instructions, and higher headquarters (HHQ) direction. Delegated oversight for EOS daily operations, civilian personnel issues, contracts, projects, and management of the EOS front office processes. Directly supervises the Executive Support, EOS Program Manager, and the Chief of the Mission Support Division.

1.5. Executive Officer (CCE). Synchronizes all front office activities. Oversees information management activities for the Commandant and Deputy; performs protocol duties as required;

implements, directs, and coordinates executive functions, services, and activities; represents the

USAF EOS OI 36-100, 4 May 2025 12

Commandant in interaction with other agencies of all levels; and is responsible for unit programs and special projects as directed by the Commandant. Responsibilities unique to the EOS/CCE include:

1.5.1. OPR for front office standard operating procedures (SOPs).

1.5.2. OPR for Officer Records.

1.5.3. OPR for the HHQ Bi-Weekly Reports.

1.5.4. OPR for Group Control Center (GCC) functions.

1.6. Executive Support (CCS). Serves as the principal office assistant performing various administrative, clerical, and protocol duties in support of the EOS. Performs office automation support using multiple automated programs and software, such as databases, spreadsheets, and graphics, in support of administrative and clerical work. Responsibilities unique to the EOS/CCS include:

1.6.1. Prepares a wide variety of recurring and nonrecurring correspondence, reports, and other documents from information obtained from the staff, files, and other sources.

1.6.2. Reviews, edits, and processes incoming and outgoing correspondence, materials, publications, regulations, and directives.

1.6.3. Receives telephone calls, greets visitors, ascertains the nature of and appropriately directs calls or visitors.

1.6.4. Captures and tracks all due-outs from meetings and conferences.

1.6.5. Maintains EOS/CC, DD, and SEL calendars; schedules all events and coordinates all required materials, resources, and attendees with relevant offices.

1.6.6. Primary for Automated Data Processing Equipment (ADPE) Account.

1.6.7. Performs other clerical and administrative work in support of the EOS.

1.7. Program Manager (PM). Serves as the EOS Resource Advisor, Contracting Program Manager, and Unit Self-Assessment Program Manager. Manages all facets of the annual operations budget supporting the EOS and subordinate units. Assists in writing requirements packages for contracts, and ensures Contracting Officer Representatives (CORs), unit commanders, and the Provost have the knowledge and training on the contracting requirements associated with the quality assurance program. Identifies work centers across the EOS staff and subordinate units in Management Internal Control Toolset (MICT) to receive continuous Self- Assessment Communicators (SAC) suggestions that highlight organizational efficiencies and strengths and uncover and mitigate deficiencies or weaknesses.

1.8. Commandant’s Action Group (CAG). This is an on-loan position filled by EOS squadron personnel. Coordinates and executes all special projects assigned to the USAF EOS. Implements process improvements. Manages operational directives. Plans, leads, and executes school-

USAF EOS OI 36-100, 4 May 2025 13 level projects and community engagement. Communicates with commanders at all levels.

Organizes data and coordinates with multiple external agencies. Aligns strategic documents and intent. Augments Commandant’s staff as required. Performs additional tasks as directed by the EOS/CC, DD, and SEL. Specific, recurring events include:

1.8.1. OPR for EOS Newcomer’s Brief.

1.8.2. OPR for Commandant’s Calls and Award Ceremonies.

1.8.3. OPR for EOS Strategic Planning Workshops.

1.8.4. OPR for DV and external agency visits.

1.8.5. OPR for EOS strategic communication products including placemat, brochure, videos, and other public facing materials.

1.8.6. OPR for EOS morale products (SWAG).

1.9. Administrative Assistant (CCEA). Supported by EC/A1, is the Commander’s Support Section (CSS) for the EOS staff and additionally, serves as the principal office assistant for the EOS/SEL performing various administrative and clerical duties in support of EOS. Oversees information management activities for the EOS front office; implements, directs, and coordinates executive functions, services, and activities for the SEL; represents the SEL in interaction with other agencies of all levels; and is responsible for unit programs and special projects as directed by the SEL. Responsibilities unique to the EOS/CCEA include:

1.9.1. Administers Awards Program.

1.9.2. Primary scheduler for SEL calendar.

1.9.3. Primary for Enterprise Task Management Software Solution 2 (ETMS2).

1.9.4. Alternate for ADPE account.

1.9.5. Administers SEL tasks on a rotating basis including Below the Zone (BTZ) boards, Airman Leadership School (ALS) host responsibilities, and Command Chief Syncs.

1.9.6. Primary for EOS mail processing.

1.9.7. Defense Travel System (DTS) Organization Defense Travel Administrator (ODTA).

1.9.8. Front office primary for SharePoint.

1.9.9. Administers EOS Drug Demand Reduction Program (DDRP).

1.9.10. Assists the GCC leader.

1.9.11. Provide oversight to squadron CSSs to include hosting admin syncs between the EOS and squadron CSSs.

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CHAPTER 2 – FOUNDATIONAL DOCU MENT S

FOUNDATIONAL DOCUMENTS

2.1. Purpose. Several key documents shape the definition of and execution of our mission and processes.

2.2. Expeditionary Center Charter. This document is hosted on the EC Main Campus SharePoint Home at https://usaf.dps.mil/sites/USAF-EC/EC-Campus/Shared%20Documents/. It defines the mission sets charged to the EC by higher headquarters and provides the scope and authority of the EOS.

2.3. USAFEC OI 10-101, USAF Expeditionary Center Roles, Responsibilities, Relationships, Processes, and Authorities. This document is hosted on the EC Main Campus SharePoint Home at https://usaf.dps.mil/sites/USAF-EC/EC-Campus/Shared%20Documents/. This document outlines roles and processes of supporting functions provided by the EC to the EOS and EOS resources that support EC functions. This document will be reviewed by every EOS and squadron command team, commander support staff, and EOA member and should be referenced by every EOS member.

2.4. AMCI 36-2607, U.S. Air Force Expeditionary Operations School Course Development and Ownership Process. This document is located on the Department of the Air Force E-Publishing (https://static.e-publishing.af.mil/production/1/amc/publication/amci36-2607/amci36-2607.pdf).

This instruction implements Air Force Policy Directive 36-26, Total Force Development, and establishes a systematic means for AFFOR Staff Director functional managers to initiate, develop, validate and update EOS courses to meet new or ongoing training requirements. It assigns responsibilities to functional managers, USAF EOS Academic Affairs (EOA) division and Academic Program Managers (APM) to ensure current, valid and properly funded courseware.

2.5. USAF EOS OI 36-100, Expeditionary Operations School Operating Instruction. This document is hosted on the EOS internal SharePoint under the Commandant’s Support subsite at https://usaf.dps.mil/sites/USAF-EC/EOS/CC/. This document is designed to communicate standing policies and responsibilities within the EOS and outline primary Academic processes.

The OPR is shared between the EOS/CCE, EOA, and EOL. This document will be reviewed by every EOS squadron command team, CSS, APM, and EOA member within 30 days of inprocessing to the EOS.

2.6. Instructional System Development (ISD) Final Reports. These documents are colloquially referred to as “ISDs” and hosted on the EOS Process Center SharePoint. The ISD Final Report documents are the controlling documents for the EOS course execution and are hosted on the EOS SharePoint at: https://usaf.dps.mil/sites/USAF-EC/EOS/PC/EOA_Docs/Forms/AllItems.aspx.

ISD Final Reports are contracts between Course Owners and the EOS. EOA is the OPR for ISD management and coordinates with Course Owners for the establishment and maintenance of ISD Final Reports. All EOS and squadron command teams and APMs will be highly knowledgeable

USAF EOS OI 36-100, 4 May 2025 15 on the details of ISD Final Reports under their charge and all instructors will be aware of the contents of the ISD Final Reports for the courses they instruct.

2.7. Manpower and Resource Programming Tool. The Manpower and Resource Programming Tool is internal to the EOS. This tool informs all EOS manpower and resourcing decisions to include but not limited to ISD Final Report required manning and resources, annual budget submissions and execution, and contractual obligations. This document is hosted on a private MS Teams titled “EOS Squadron’s Manning/ISD breakdown,” and access is managed by the Dean of Academic Affairs.

2.8. Administrative Guide. This document is hosted on the EOS internal SharePoint under the Commandant’s Support subsite at https://usaf.dps.mil/sites/USAF-EC/EOS/CC/. This document is designed to add EOS specificity to the Expeditionary Center Administrative Guide. It provides procedural information on correspondence, with additional focus on major recurring meetings, performance report, promotion recommendation, and awards preparation. This document’s OPR is the EOS/CCE. This document should be referenced by any member submitting an item outside the member’s unit.

2.9. Community College of the Air Force Policies, Procedures, and Guidelines (CCAF PPG).

The purpose of the CCAF PPG is to familiarize key stakeholders including off-campus instructional site faculty and staff, CCAF Education Advisors, and CCAF Administration Center staff with the CCAF academic mission, general organization, and policies and procedures applicable to the college. Additionally, this document is intended to help key stakeholders understand how their duties and responsibilities fit within their respective organizations of CCAF and its accreditation as part of Air University through the Southern Association of Colleges and Schools, Commission on Colleges. According to DAFI 36-2670, Total Force Development, the PPG is directive in nature, and off-campus instructional site faculty, staff members, CCAF administration center staff, and CCAF Education Advisors must comply with the content. The PPG complies with applicable Air University and higher headquarters directives. Locally developed guidance may supplement the PPG guidance.

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CHAPTER 3 – INTERNAL CON TROLS

INTERNAL CONTROLS

3.1. Purpose. Internal controls are a formal set of policies and procedures implemented to ensure compliance with established rules and procedures. See USAF EC OI 10-101 for USAF EC Self- Assessment program guidance.

3.2. Internal Controls Report. The EOS annually reports the state of internal controls through the EC to AMC during the second fiscal quarter. Units report state of GPC operations, DTS, CCAF requirements, and ADPE. These programs are regularly monitored and reported on during the EC Financial Manager (EC/FM) weekly Resource Advisor (RA) meetings.

3.3. Commandant’s Inspection Program (CCIP). The CCIP is the formalized mechanism for monitoring the state of compliance and risk acceptance within the school. See Attachment 9 for the list and schedule of CCIP items. The function is to provide visibility and shape data-informed decisions on risk acceptance inherent to mission command.

3.3.1. Squadron/CC Assessment. Subordinate unit CCs have the obligation to provide continuous assessments of risk. Appropriate forums for discussion include EOS Staff Meetings, recurring “1-on-1”s, Ops Synchs, safety updates, and the quarterly Status of Academics. Urgency and out-of-cycle communication is driven by the severity of risk incurred. The Commandant encourages framing discussions of risk through the USAF Inspection System Major Graded Areas.

3.3.2. Status of Academics. EOA holds this briefing quarterly and provides metrics and assessments on the state of instructor statuses, projected instructor requirements, and course feedback. This meeting is chaired by the Commandant and attended by the Provost, Deans, and at least one representative of each squadron command team.

3.3.3. Status of Training (SOT). IAW USAF EC OI 10-101, with the support of EOS squadron-appointed additional duty training managers and ancillary monitors, the EC Unit Training Manager (UTM) ensures the EOS fulfills training program roles. At a minimum, EC UTM provides monthly update briefings to the EOS and squadron leadership.

3.3.4. Safety (SE). EC/SE presents quarterly and annual safety metrics to the EOS and Squadrons to include any inspection results. The briefing also includes pertinent seasonal occupational items, timing of upcoming inspections, and any safety concerns and high interest items.

3.3.5. Readiness. On a quarterly basis, the EOS and subordinate unit compliance with the following readiness items are reviewed: Individual Medical Readiness (IMR), fitness scores and currency, Standards and Readiness Review (SRR), and Ready Training Areas (RTAs).

3.3.6. Management Internal Control Toolset (MICT). EOS-level MICT program is administered by the EOS/PM. The PM reviews the status of EOS and subordinate unit MICT

USAF EOS OI 36-100, 4 May 2025 17 with the Commandant at the monthly Controls Dashboard meeting. EOS units will notify PM of any changes to roles in MICT within 14 days. Any noncompliant checklist items will be reported to the PM within seven days and follow up provided every four weeks. See USAF EC OI for USAF EC Self- Assessment program guidance.

3.3.7. Exercises. The EOS will participate in installation-hosted exercises to the maximum extent possible without impact to the training mission. Depending on the extent of the exercise, due to the unique nature of the EOS mission, consideration should be made to exempting the EOS campus from participation. Notification of EOS participation in exercises will flow through EC/A7 for JB MDL exercises. Geographically separated units will coordinate with their respective Host XP office and notify the EOS for exercise participation.

See USAF EC OI for USAF EC Exercise guidance.

3.3.7.1. In accordance with the USAF EC OI, the EOS/CC is the primary and DD is the secondary EC representative to the JB MDL CAT for all real-world and exercise events.

3.3.7.2. The EC/A7 hosts two EC and EOS internal tabletop exercises (TTX) each year.

3.3.7.2.1. Hurricane pre-season prep TTX typically occurs in April.

3.3.7.2.2. Snowstorm TTX typically occurs in October.

3.3.8. Status of Discipline (SOD). Host Wings at the installations hold installation-wide SOD meetings quarterly. EOS subordinate unit CCs, SELs, and CCFs will regularly attend these meetings. Squadron CCs and/or CCFs brief slides at these meetings pertaining to notable misconduct and trends within their formation. Subordinate unit CCs will provide unit SOD slides to the EOS/CC no later than two days prior to the installation SOD meeting.

3.4. Commandant’s Critical Information Requirements (CCIR). See Attachment 2 for USAF EOS/CC Notification Matrix. Subordinate units and divisions/staff offices will ensure their respective CCIR programs align with the denoted reporting times for all observances requiring EOS Commandant notification.

USAF EOS OI 36-100, 4 May 2025 18

CHAPTER 4 – ORGAN IZATION

ORGANIZATION

4.1. Purpose. This section outlines administrative guidance outside the subject matter of subsequent chapters.

4.2. Mission and Vision Statements. The EOS mission and vision statement will be posted on the EOS SharePoint Home page. All members of the EOS are expected to be able to summarize the mission and vision statements with the mantra “Train to Win!” to ensure alignment with the Commandant’s intent.

4.3. Subordinate Unit Mission and Vision Statements. Units will maintain mission and vision statements on their internal SharePoint Home pages. Updates to unit mission and vision statements are subject to EOS/CC review prior to publishing. The CAG will maintain updated statements on applicable internal and external products.

4.4. Organizational Diagram.

USAF EOS OI 36-100, 4 May 2025 19

4.5. Recall Rosters. Recall rosters are maintained on the USAF EC public drive at \\ptfm-stm-san3v\USAFEC\USAFEC-G\Public\USAFEC\Recall Rosters (FOUO)\EOS. Units will submit recall rosters to the CCE Org Box on the first Tuesday of the Month and post to drive.

4.6. Inprocessing. EOS Front Office Staff will use the EC Inprocessing Checklist as the primary inprocessing document. Units may use comprehensive supplements or replacements to meet inprocessing requirements specific to their requirements. Units will exercise deliberate consideration for building team connectedness and fostering a sense of belonging for both Airmen and families.

4.6.1. EC Newcomers Brief. EC Main Campus members are required to attend the EC Newcomer’s Brief. This brief typically occurs during the first week of the month. Registration and roster are maintained by EC/A1. Unit CSSs will register attendees with EC/A1.

4.6.2. EOS Newcomers Brief. All new EOS members are required to attend the EOS Newcomers Brief. This brief typically occurs on the fourth Monday of the month. Unit CSSs will schedule attendance with the EOS/CCS, carbon copying the CCE Org Box. A minimum of six reservations is required six days prior to secure the event for that month. EOS/CCS will add members to Outlook Calendar appointment as confirmation of reservation.

4.6.3. EC Hail and Farewell. The Expeditionary Center hosts a hail and farewell on the first Friday of each month. To the max extent possible, Squadrons on the EC main campus will introduce their Officers and Senior Noncommissioned Officers at this event. Squadrons will email attendance projections of unit leadership and members receiving hails or farewells to EOS/CCS by noon on the Wednesday prior to the event.

4.6.4. EOS Biography Book. The EOS/CCS maintains a “face” book for EOS leadership.

Within 45 days of inprocessing, officers and Senior Noncommissioned Officers will submit inputs to EOS/CCS and the EOS/CCE Org Box. The package will be a single, flat .pdf comprising of Air Force Biography and SURF (or CDB for reserve members).

Members will review their biographies and SURF annually and submit any updates upon major changes.

USAF EOS OI 36-100, 4 May 2025 20

CHAPTER 5 – SAF ETY AND SECURITY

SAFTEY, SECURITY & RISK MANAGEMENT

5.1. Purpose. Due to our unique organizational alignment, the USAF EC staff provides direct support to the EOS. See USAF EC OI for USAF EC safety and security guidance.

5.2. Safety Office. USAF EC/SE is the servicing Safety Office for the EOS, co-located with EC/A7. Unit safety representatives have DIRLAUTH for routine program upkeep. CCIR relevant safety events are reported through the chain of command.

5.3. Security Office. EC/MS is the servicing Security Office for the EOS. Unit security managers have DIRLAUTH for routine program upkeep. CCIR relevant security events are reported through the chain of command.

5.4. Risk Management. The EOS conducts instruction in a variety of environments with varying levels of risk. On one end of the spectrum, standard classroom instruction warrants little in risk management beyond the assurance of safe facilities. On the other end of the spectrum, training with munitions in a field environment requires a high degree of compliance to risk management principles and robust processes. Squadron commanders are responsible for establishing documented Risk Management processes for operations with high degrees of occupational safety risk which warrant high thresholds of institutionalized and documented Risk Management processes.

5.5. Emergency Management. The Commandant and Deputy are typically delegated duties as the EC CAT Representative. The EOS assumes GCC roles with EOS Squadrons and EC/A1 acting as UCCs. The Squadrons will maintain UCC programs. The GCC will be physically located in the EOS Conference Room when activated. The OPR for the GCC is EOS/CCE.

5.5.1. C2IMERA. 87 ABW/XP is the installation manager for C2IMERA access, training, and business rules standardization. The installation central management site for this program is located at https://www.milsuite.mil/book/groups/jb-mdl-c2imera. EOS GCC members and Squadron UCC members require C2IMERA access and training.

5.5.1.1. Training. C2IMERA 101 training is held quarterly with registration through the installation milSuite site. Each UCC will maintain least one member who has accomplished offered C2IMERA 101 and C2IMERA Workshop to maintain internal training and continuity programs.

5.5.1.2. Roles. In addition to assigned GCC and UCC roles, all EOS GCC members and Squadron UCC members will maintain access to the USAF/EC Checklist role.

5.5.1.3. EOS/CCEA assists the GCC leader in ensuring local checklists are current and available, computers are updated and operational, and phone lines work.

5.5.2. Emergency Management Business Rules. GCC and UCCs will fulfill responsibilities in JB MDL C2IMERA Business Rules par 2.3.1 “Control Centers”. This publication is hosted on the aforementioned milSuite site home page.

http://www.milsuite.mil/book/groups/jb-mdl-c2imera

USAF EOS OI 36-100, 4 May 2025 21

5.6. Foreign Disclosure. The EOS will only host or teach foreign nationals through properly tasked events. Initiation of events is not conducted by local Action Officers. Prior to initiation of planning, the appropriate Dean will brief the EOS/CC on the tasking and funding authorities. Foreign disclosure officers (FDO) exist at AMC/A8XD-IA and host installation Wings.

5.6.1. Partner Nation Attendance of Courses. Course offerings to foreign nationals must fit within parameters of the ISD. If foreign national participation in course is not specified, the Course Owner must initiate an approval request for concurrence by EOS/CC. Once foreign nationals are enrolled in OTA, AFSAT will receive notification. Once student is on AFSAT’s listing, the registrar will be notified for EOS action.

5.6.2. Partner Nation Visits. EOS personnel assigned to the EC campus will reference the JB MDL Foreign Visit Support Plan available on the 87ABW/XP SharePoint:

https://usaf.dps.mil/sites/87ABW/87abwxp/SitePages/Home.aspx and C2IMERA.

Geographically separated units (GSU), 435 TRS OL-A and OL-B, will reference local installation guidance.

5.6.3. Release of Curriculum to Partner Nations. APMs will only release curriculum and/or instructional material to foreign nationals if materials have been cleared for release by an FDO and approved by the Provost.

5.6.4. International Military partners interested in attending a course must contact their US embassy/consulate Security Cooperations Organization (SCO) for assistance.

Course owners/functionals requesting the same must contact their MAJCOM International Affairs (IA) and AETC’s AFSAT for guidance.

5.7. Continuity of Operations (COOP). In the event building 5656 must be vacated, the EOS Staff and Academic Affairs will relocate to building 2610 as the primary contingency location. If building 2610 is not available, EOS staff and Academic Affairs will telework. Each subordinate unit will publish a COOP plan for their respective areas and missions.

USAF EOS OI 36-100, 4 May 2025 22

CHAPTER 6 – PER SONN EL & MANPOWER

PERSONNEL & MANPOWER

6.1. Purpose. Due to the unique nature of the USAF EC and EOS organizations, manpower and personnel program responsibilities are nested across several supporting agencies based on the type of position or member. See USAF EC OI 10-101 for USAF EC manpower and personnel guidance.

6.2. Expeditionary Center Support to EOS. EC/A1 performs personnel functions typical of a CSS for EOS Staff. The EC/A1 SharePoint page is located at https://usaf.dps.mil/sites/USAF- EC/EC-Campus/DS/A1/. EC/Program Element Manager (PEM) is the OPR for unit manpower change actions, Main Campus civilian hiring, and EC POM submission. The PEM SharePoint is located at https://usaf.dps.mil/sites/USAF- EC/EC-Campus/DS/PEM/ .

6.3. DoD Civilian Employees. DoD civilian employees assigned to the campus will be serviced primarily by their host base Civilian Personnel Office (CPO). USAF EC Director of Staff (EC/DS) and USAF EOS Deputy are the senior civilians of the organizations respectively and will assist with civilian manpower processes.

6.3.1. Civilian Hiring. EC/PEM is the OPR for civilian hiring actions for EOS Main Campus.

Satellite campuses are serviced by local CPOs. Request for Personnel Action Checklists change frequently, and the most recent edition must be used for any request to the EC/PEM.

The EC/PEM maintains live links to the latest checklists on the PEM SharePoint Home Page.

DIRLAUTH is granted for subordinate units to coordinate with EC/PEM for civilian hiring actions. The EOS/DD will be notified of all civilian hiring actions prior to final selection.

6.3.2. Overtime. Supervisors approve overtime (OT)/compensatory (comp) time with IMT 428 to document requirements. EOS program administration guidelines are established by EC/FM on behalf of the EC/DS. EOS/CC limits OT/comp time to 20 hours per week. EOS/DD is the approval authority and approves on a case-by-case basis.

6.3.3. Year-end Bonus. The EC/FM administers this process on behalf of the EC/DS. This process is concurrent to end of year performance reviews. Each unit accomplishes annual bogey distribution prior to aggregation at EOS and further aggregation at EC. EC provides bogies to FSS CPO at the end of April. Squadron commanders will submit their bogie spreadsheets to EOS/DD for aggregation and review for EOS/CC approval. EC/CC holds final approval authority for all year-end bonuses.

6.3.4. Quality Step Increase (QSI). In lieu of a Year-end Bonus, commanders may recommend an upgrade for DAF civilians. Units will review Chapter 6 of “Performance Management and Appraisal Program Toolkit” (PMAPT) supplement to DoDI1400.25 Volume

431. Annual performance reviews will demonstrate QSI criteria as justification for such action. Squadron commanders will begin informal coord with DD during annual civilian record review.

USAF EOS OI 36-100, 4 May 2025 23

6.3.5. Normal Duty Hours. Normal duty hours are from 0800 to 1700, Monday – Friday, with a 1-hour lunch period unless an Alternative Work Schedule (AWS) is approved by the employee’s supervisor.

6.3.6. Alternate Work Schedule (AWS). An AWS may be approved by the employee’s supervisor for employees in lieu of the fixed Normal Duty Hours. AWS enables employees to select and alter their work schedules to better fit personal needs and help balance work, family and personal responsibilities.

6.3.7. Flexible Work Schedule. The FWS, such as a “Maxiflex”, is used as a management tool to improve mission effectiveness and productivity by flexing work schedules to meet workload requirements. Supervisors have the authority to designate which employees may operate under a flexible work schedule and approve flexible schedules to ensure effective use of personnel to meet mission requirements. Participation may be limited for new hires requiring close supervision and/or for employees with documented performance deficiencies or misconduct -- essentially those employees that require close supervision. FWS must meet the following provisions.

6.3.7.1. Standard EOS core hours are: 0900-1500, Monday – Friday. Deviations to core hours are at the supervisor’s discretion.

6.3.7.2. Permissible flexible hours are 0600-2000, Monday – Saturday with no more than 10 hrs worked per workday. Deviations may be allowed when the mission requires beginning and ending times outside of permissible hours. Note: Sunday hours are automatically calculated at 1.5 times the normal rate.

6.3.7.3. A minimum of 30 minutes for a lunch break is required.

6.3.7.4. Supervisors must maintain adequate staffing during normal duty hours (0800-1700) to be fully responsive to mission and supervisory requirements.

6.3.8. Credit Hours. Refer to ECOI 10-101, OPM guidance, and union agreement(s).

6.3.9. Compressed Work Schedule (CWS). Due to mission requirements of a schoolhouse, CWS is not authorized for EOS personnel.

6.3.10. Refer questions regarding civilian work schedules to the EOS/DD. The governing directive for Hours of Work and Holiday Observances is DODI1400.25V610_DAFI36-152, 6 April 2023.

6.3.11. EOS Annual Civilian Administration Checklist. The EOS Front Office will issue a TMT annually for squadrons to initiate a civilian admin review in preparation for March 31 appraisal closeout. The TMT will be issued in the last two months of the calendar year and will be due in mid-December. The Administration Checklist is hosted on SharePoint and accessible within the Process Center Notebook, Civilian Links Tab, Useful Links Page, via the “EOS” link under the “DOD Performance Management and Appraisal Program” header.

USAF EOS OI 36-100, 4 May 2025 24

6.4. Active Duty Personnel.

6.4.1. Controlled Tour Policy. Significant investment in developing instructors and controlling risk to mission requires the institution of a stabilized tour for all military instructor billets. Guidance is set in the Stabilized Tour Guide (STG).

6.4.1.1. Newly inprocessed instructors will serve in a stabilized tour per their AFSC, IAW the STG and DAFI 36-2110, Total Force Assignments.

6.4.1.2. Assignment advertisements will reflect appropriate stabilized tour codes and Active Duty Service Commitments.

6.4.1.3. Units will administer all assignments, tour extensions, and/or curtailments IAW DAFI 36-2110. All extensions and/or curtailments require EOS/CC concurrence.

6.4.2. Passes. Supervisory chains will administer passes IAW DAFI 36-3003, Military Leave Program. Subordinate commanders will define policy for special pass and compensatory pass award and accounting within their formations.

6.5. Leave. Leave is an important personnel readiness program and is essential to the morale, health, and motivation of members and for maintaining mission effectiveness. The EOS leave and pass policy implements DAFI 36-3003, Military Leave Program. Subordinate commanders will define policy for leave within their formations. Members will ensure leave is deconflicted with course schedules and duty coverage.

6.6. Telework Policy. See USAF EC Telework Policy for EC Telework guidance. The EOS mission typically requires in-person presence for all EOS members. Situational telework at the discretion of supervisors is available to every member of the EOS whose position is coded as telework eligible, provided the employee and employee’s supervisor complete the requisite situational telework training and agreement.

6.7. Fitness. As instructors, military members will maintain a professional military image in uniform. Leaders must incorporate fitness into the Air Force culture establishing an environment for members to maintain physical fitness and health to meet home station and expeditionary mission requirements. Commanders are encouraged to establish programs that allot duty hours towards physical fitness. Negative trends in physical fitness will be reported through the lens of resourcing or discipline.

6.7.1. DAF Civilians. The Commandant encourages DAF Civilians to maintain physical fitness. The EOS baseline policy allows for three hours of Administrative Leave to be allocated weekly towards personal exercise. This Administrative Leave must begin and end at the duty location. Supervisor concurrence must be documented in Personnel Folder.

6.8. SkillBridge Policy. Per DAFI 36-2670, Total Force Development, the DAF intends for this program to primarily support members who are transitioning honorably but with unique hardships

USAF EOS OI 36-100, 4 May 2025 25 resulting from separation from military service. Each application is considered on the basis of its merits and implication to EOS and unit missions.

6.8.1. SkillBridge is granted at commanders’ discretion and is not a guaranteed entitlement.

The commander granting or denying participation in the program weighs risk to mission, commitments incurred by joining the EOS (ADSCs and AACs), and the remaining duration of a stabilized tour.

6.8.2. Members remain assigned to units while attending SkillBridge programs. DAF policy requires continuous accountability for SkillBridge participants in addition to authorizing broad commander discretion in requiring participation in unit requirements and recalling members from SkillBridge at any time. Commanders are responsible for setting policy for retaining accountability of their members assigned to SkillBridge and may remove members from the program for a breach of accountability protocol.

6.9. Enlisted Force Distribution Panels (EFDP). The OPR for this process is the EOS/SEL. The CCEA administers this process. Procedures set for Enlisted Force Development panels and enlisted stratifications by the EOS are limited to panels aggregated at the EOS levels and are not prescriptive to unit administration of internal panels.

6.9.1. Master Eligibility Lists (MEL). Due to how the AF Personnel system distributes MELs, the EOS must rely on manual processes to gain visibility to shape the EFDP. Upon receipts of MELs, unit CSSs will forward via email to EOS/SEL, CCEA, and CCE Org Box within three days.

6.9.2. CCE, CCEA, and Squadron command sections will review the Enlisted Milestone Schedule to track MEL estimated release dates every 60 days.

6.9.3. Squadrons will submit EC push note sheet when their unit is the sole competitor at the EOS EFDP board. The push note will include an order of merit with justification to provide commander input advising the Commandant.

6.9.4. Squadron submitted nominees will not exceed the number of EOS allocations for promotion recommendations.

USAF EOS OI 36-100, 4 May 2025 26

CHAPTER 7 – CHA RTERED C OUNCILS & WOR KING GROU PS

CHARTERED COUNCILS & WORKING GROUPS

7.1. Purpose. Councils and working groups allow the Commandant to delegate DIRLAUTH for express, chartered purposes. This is a means of organizing a body of subject matter experts or interested parties to determine ways for the Commandant-defined ends.

7.2. Technology & Innovation Group (TIG). The TIG is the principal body for vetting technology solutions at the EOS and will be governed by a separate charter. It is the focal point for technological research, development, and application and the primary avenue of funding futures upgrades. Membership is determined by fair-share nominations from subordinate units. The TIG hosts meetings monthly and provides quarterly reports to the Commandant. The primary efforts of the TIG are set by triennial strategy plans published by the Commandant. The TIG will produce a record of results from the meetings to include discussion items, due outs, and decisions. These minutes will be distributed to members of the TIG as well as EOS, EOA, and squadron leadership.

7.3. Master Instructor Council (MIC). The MIC is established by charter to advise the EOS/CC on instructor development within the EOS. The MIC meets quarterly. It is the OPR for EOS-level quarterly faculty development events. Membership includes EOS/SEL, Dean of Academic Affairs, all current and emeritus Master Military Instructors (MMI) and Master Civilian Instructors (MCI). The council is additionally charged to advise the TIG. The MIC receives vectors from the Commandant at each quarterly meeting. The MIC will produce a record of results from the meetings to include discussion items, due outs, and decisions. These minutes will be distributed to members of the TIG as well as EOS, EOA, and squadron leadership.

USAF EOS OI 36-100, 4 May 2025 27

CHAPTER 8 – BUDGET

BUDGET

8.1. Purpose. The alignment of resources is central to the execution of missions under the charge of the EOS. The EC and EOS share the same money which is controlled at the EC/CC level through the EC/FM. The EC/CC provides quarterly authorities to the squadrons to execute the EOS mission.

8.2. Processes.

8.2.1. Financial Management Board (FMB). The USAF EOS Program Manager holds the USAF EOS FMB before the halfway mark of each quarter. Each meeting consists of a review of active contracts, contracting timelines, spend plan projections, funds spent against projections, and unfunded requests. This meeting is where EOS prioritization of resources occurs for representation to higher echelons. This meeting precedes both the EC FMB and the EC Financial Management Working Group.

8.2.1.1. The Commandant, Deputy, Provost, and Squadron command team representatives attend the EOS FMB. EOS representation to the EC FMB includes the CC, the DD, the PM, and squadron command team representatives. The EC FMB is chaired by the EC/CC.

8.2.1.2. Unit resource advisors (RA) are recommended to provide commanders with a…