Objective A. Ensure enlisted Airmen at the tactical edge are regularly armed with relevant aspects of modern threats, integrated deterrence, and strategic competitors which may challenge our security posture and way of life. Appropriate opportunities include, but are not limited to - Commander’s Calls, Newcomer’s Briefings, and Professional Development Seminars.

(OPR: HAF A2/6, OCR: Command Teams, Target: Apr ‘22)

Objective B. Update the “Little Blue Book,” Air Force Core Values and “Little Brown Book,” The Enlisted Force Structure for the 21st Century Airman. Include the Oath of Enlistment, Air Force core capabilities, Airmen Leadership Qualities, and our responsibilities to serve the Nation. Make both available in digital and hardcopy formats for Airmen.

(OPR: HAF A1D, OCR: AETC, Target: Apr ‘22)

Objective C. Create “Purple Book” that includes values, capabilities, and warfighting concepts of the Joint Force team and connects Air Force doctrine to the Department of Defense purpose and mission.

(OPR: HAF A1D, OCR: AETC, Target: Jun ‘22)

Objective D. Educate Airmen on the Continuum of Conflict and the attributes needed to “Compete, Deter, and Win” in Professional Military Education and base level development seminars.

(OPR: AETC, OCR: AU, Barnes Center, Career Assistance Advisors, Target: Sep ‘22)

Objective E. Increase digital literacy and training including Influence Operations, Emerging Technology, and Operational Security (OPSEC) to combat misinformation and elevate awareness of Information Warfare in the Cyber Domain.

(OPR: HAF SSG, OCR: AETC, Command Teams, Target: Dec ‘22)

Local Responsibilities

Command Team: Objective A and E

Career Assistance Advisor: Objective D

Objective A. Provide a foundational “Blueprint” which captures Air Force priorities, resources, opportunities, and pathways for enlisted Airmen and ensure it evolves at the pace our force does.

(OPR: HAF A1D, OCR: SAF PA, AETC, Target: Apr ‘22)

Objective B. Increase the value placed on experience through promotion system calculations and balancing unit grade structures.

(OPR: HAF A1P, OCR: HAF A1X, AFMAA, MAJCOM A1, Target: Jun ‘22)

Objective C. Validate when and how Airmen are prepared to serve as a supervisor after Airman Leadership School to elevate readiness to lead others and assume new responsibilities. Review opportunities to apply the same approach and deliberately prepare enlisted Airmen to impact larger teams as NCOs and SNCOs during their careers for both Command (e.g. Senior Enlisted Leader) and Functional positions (e.g. Career Field Manager).

(OPR: HAF A1D, OCR: Command Teams, Career Field Managers, Supervisors: Target: Jun ’22)

Objective D. Deliver Air Force writing guide that aligns with the EES reform efforts to support expectations while providing a standard baseline for leaders at all echelons.

(OPR: HAF A1D, OCR: HAF A1H, HAF A1P, MAJCOM A1, Target: Jun ‘22)

Objective E. Provide a modern toolkit for front-line leaders that provides training and resources when and where they need it (videos, guides, etc.).

(OPR: AETC, OCR: AU, Target: Mar ‘23)

Local Responsibilities

• Command Team: Objective C

• Supervisor: Objective C

Objective A. Develop Airmen at all levels to foster inclusion and value diversity. Ensure team members and leaders understand diversity in its various forms (culture, awareness, understanding) and how to best utilize inclusion methods to ensure maximum results as collaborative teams.

(OPR: SAF ODI, OCR: AETC, Command Teams, Supervisors, Target: Sep ‘22)

Objective B. Build Command Team Community Engagement Playbook to provide developmental opportunities and elevate connections with partners (industry, academia, etc.) to best support Airmen.

(OPR: SAF PA, OCR: Installation Command Teams, Target: Dec ‘22)

Objective C. Establish a base-level exercise model to build experiences which expand capabilities and confidence to operate under Mission Command. Include opportunities for creative problem solving towards current and relevant scenarios to foster a culture of innovation across diverse specialties and achieve mission objectives.

(OPR: HAF A3, OCR: HAF A5/7, Installation Command Teams, Target: Jun ‘23)

Objective D. Deliberately develop, expand, and utilize problem-solving capabilities within our Airmen. Grow cadre of instructors (Design Thinking, Human-Centered Design, Continuous Process Improvement, Agile/Scrum, etc.) to empower innovation at all levels.

(OPR: HAF SSG, OCR: AETC, Installation Command Teams, Target: Dec ‘23)

Local Responsibilities

• Installation Command Team: Objective B, C, D

• Command Team: Objective A

• Supervisor: Objective A

Objective A. Prioritize time at the unit level to elevate connection, belonging, and enhance the wellbeing of individual Airmen while building unity within the team.

(OPR: Commanders, OCR: Supervisors, Target: Apr ‘22)

Objective B. Continue to integrate and educate Airmen & families on available local and on-demand resources to support resilience and well-being. Provide each enlisted tier with productive methods to elevate daily wellness in life as well as options to support resilience and recovery throughout a career.

(OPR: HAF A1Z, OCR: Command Teams, Supervisors, Target: Dec ‘22)

Objective C. Explore opportunities to utilize existing Resilience Training Assistants and Master Resilience Trainers as dedicated coordinators for unit command teams to create and implement plans to address the specific needs of their organizations.

(OPR: HAF A1Z, OCR: Installation Command Teams, Target: Dec ‘22)

Objective D. Integrate financial fitness into Air Force resiliency education at each enlisted tier to ensure Airmen are armed with quality information for career and life planning.

(OPR: HAF A1S, OCR: Career Assistance Advisors, Supervisors, Target: Jun ‘23)

Objective E. Modernize Transition Assistance Program career progression model and professional credentialing opportunities to support “Airmen for Life” and their time beyond military service.

(OPR: HAF A1D, OCR: HAF A1S, Installation Command Teams, Target: Dec ‘23)

Local Responsibilities:

• Installation Command Team: Objective C, E

• Command Team: Objective B

• Supervisor: Objective A, B, D

Objective A. Review and validate the current Enlisted Professional Military Education (E-PME) continuum to ensure it meets the needs of today’s warfighter and delivers development at the right time.

(OPR: AETC, OCR: HAF A1D, AU, Barnes Center, Target: Jun ‘22)

Objective B. Capitalize on modern methods of delivery (synchronous and asynchronous) to provide more frequent development touch points that are available to all Airmen when and how they need it. Explore opportunities to reimagine E-PME to addresses gaps between traditional timelines.

(OPR: HAF A1D, OCR: Command Chiefs, AETC, Barnes Center, Target: Sep ‘22)

Objective C. Create and deliver an Air Force foundational enlisted requirements framework and development plan for deliberate tier-based competency progression throughout a career path.

(OPR: HAF A1D, OCR: HAF A1H, AETC, Career Field Managers, Target: Dec ‘22)

Objective D. Establish an Air Force focal point to curate, host, and validate quality content to connect Enlisted Force Development objectives for career-long learning. Professionalize and expand cadre of faculty and facilitators to execute more frequent, relevant, and focused lessons at base and unit levels.

(OPR: AETC, OCR: Command Chiefs, Career Assistance Advisors, Target: Mar ‘23)

Objective E. Develop a method to measure and assess competency-based progression and Airman Leadership Qualities effectiveness towards performance.

(OPR: HAF A1, OCR: AETC, Target: Dec ’23)

Local Responsibilities

• Command Chief: Objective B, D

• Career Assistance Advisors: Objective D

Objective A. Integrate with Enlisted Evaluation System reform to transform feedback methods to focus on development, coaching, and mentoring to perform, as well as ensuring accountability for all Airmen in the process. Infuse competency-based learning and Airman Leadership Qualities into development and evaluation practices, respectively.

(OPR: HAF A1D, OCR: HAF A1H, Command Teams, Supervisors, Target: Mar ‘23)

Objective B. Formalize Career Broadening program (to include Developmental Special Duties) to allow for greater breadth of experience at earlier phases of enlisted development and modernize talent management systems (onboarding and off-boarding) to capitalize on them.

(OPR: HAF A1, OCR: AETC, AFPC, Career Field Managers, Target: Jun ‘23)

Objective C. Shift enlisted performance evaluation processes to align with Airman Leadership Qualities across the Air Force and improve base-line expectations and training for Commanders and Senior Enlisted Leaders to support Enlisted Force Distribution, Stratification, Promotion

Boards, Development Teams, etc.

(OPR: HAF A1P, OCR: HAF A1H, HAF A1D, Career Field Managers, AFPC, Target: Sep ‘23)

Objective D. Advance promotion testing methods to shift from knowledge-based only to include situational judgement application. Fully digitize systems and eliminate hardcopy testing for Airmen. Explore ways to provide greater feedback to Airmen and leaders on the results after each

promotion cycle. (OPR: HAF A1, OCR: AETC, AFPC, Target: Dec ‘23)

Local Responsibilities

• Command Team: Objective A

• Supervisor: Objective A