STS 6F0X1 CFETP.xlsx

DEPARTMENT OF THE AIR FORCE

Headquarters US Air Force

Washington, DC 20330-1030

CFETP 6F0X1

Parts I and II

22 March 2024

AFSC 6F0X1

FINANCIAL MANAGEMENT AND COMPTROLLER

CAREER FIELD EDUCATION AND TRAINING PLAN

ACCESSIBILITY: Publications and forms are available on the e-publishing website for

downloading or ordering at www.e-publishing.af.mil.

RELEASABILITY: There are no releasability restrictions on this publication.

SUMMARY OF CHANGES

Major publication changes include the following:

- Updated STS tasks

o Task re-alignment

o FMCJ task changes

- Updated 9.1.1 – enlisted career pyramid

- Updated 9.1.2 – Occupational badge

- Updated enlisted career path chart

- Removed requirement to complete A1 UTC tasks for those

assigned to the A7 UTC; para 6.2. Journeyman 5-Level

- Added contingency training section; Part I, Section F

o Includes new TQT requirements

- Updated training course index; Part II, Section D

- Added sample workload mitigation plan template & the excel

CFETP STS to attachments

iii

AFSC 6F0X1

FINANCIAL MANAGEMENT AND COMPTROLLER

CAREER FIELD EDUCATION AND TRAINING PLAN

Table of Contents

PART I 1

PREFACE 1

ABBREVIATIONS 2

SECTION A – GENERAL INFORMATION 5

1. Purpose 5

2. Uses 5

3. Coordination and Approval 6

4. Interim CFETP Changes 6

SECTION B – CAREER FIELD PROGRESSION AND INFORMATION 6

5. Specialty Description 6

6. Career Skill Progression 10

6.1. Apprentice 3-Level 10

6.2. Journeyman 5-Level 10

6.3. Craftsman 7-Level 11

6.4. Senior Enlisted Leader 9-Level 11

8. Community College of the Air Force 14

9.2. Enlisted Career Pyramid 16

9.3. Occupational Badge 16

9.4. Enlisted Career Path 17

SECTION C – SKILL LEVEL TRAINING REQUIREMENTS 19

11.1. Apprentice Level Training (3-Level) 19

11.2. Journeyman Level Training (5-level) 20

11.3. Craftsman Level Training (7-level) 21

11.4. Senior Enlisted Leader Level Training (9-level) 21

SECTION D – RESOURCE CONSTRAINTS 23

SECTION E – TRANSITIONAL TRAINING GUIDE 23

SECTION F – CONTINGENCY TRAINING 23

PART II 26

SECTION A – SPECIALTY TRAINING STANDARD (STS) 26

SECTION B – COURSE OBJECTIVE LIST 27

SECTION C – TRAINING COURSE INDEX 27

SECTION D – TRAINING COURSE INDEX 27

OPR: SAF/FM

Certified by: CMSgt Kaci K. Duhart (SAF/FM)

Supersedes: CFETP6F0X1, Apr 2021; CFETP6F0X1C1, 15 July 2020;

Number of Printed Pages: 42

FINANCIAL MANAGEMENT AND COMPTROLLER

SPECIALTY AFSC 6F0X1

CAREER FIELD EDUCATION AND TRAINING PLAN

PART I

PREFACE

1. Career Field Education and Training Plan (CFETP) This Career Field Education and Training

Plan is a comprehensive education and training document identifying life-cycle education and training

requirements, support resources, and the minimum core task requirements for this specialty. The CFETP

will provide personnel a clear career path to success and instill rigor in all aspects of career field

training.

NOTE: Civilians occupying associated positions may use Part II to support duty position qualification

training.

2. CFETP Parts The CFETP consists of two parts, and supervisors will plan, manage, and control

training within this specialty using both parts of the plan.

2.1. Part I provides information necessary for overall management of the specialty.

Section A: Explains how everyone will use the plan.

Section B: Identifies information for career field progression, duties and responsibilities, training

strategies, and career field path.

Section C: Associates each level with specialty qualifications (knowledge, education, experience,

training, and other).

Section D: Indicates resource constraints. Some examples are funds, manpower, equipment, facilities.

Section E: Identifies requirements for transition training guide for SSgt through MSgt.

2.2. Part II will be used by unit level supervisors and trainers to identify, plan, and conduct training

commensurate with the overall goals of this plan.

Section A: Identifies the Specialty Training Standard (STS) and includes duties, tasks, technical

references to support training, Air Education and Training Command (AETC) conducted training, core

task and correspondence course requirements.

Section B: Contains the course objective list and training standards, which supervisors will use to

determine if Airman satisfied training requirements.

Section C: Identifies available support materials. An example is a Qualification Training Package

(QTP), which may be developed to support proficiency training.

Section D: Identifies a training course index supervisors can use to determine resources available to

support training, including both mandatory and optional courses.

Section E: Identifies MAJCOM unique training requirements supervisors can use to determine

additional training required for the associated qualification needs.

3. Using guidance provided in the CFETP will ensure individuals in this specialty receive effective and

efficient training at the appropriate points in their career. This plan will enable us to effectively train

today's work force.

ABBREVIATIONS

Advanced Training (AT). Formal course that provides individuals who are qualified in one or more

positions of their Air Force Specialty (AFS) with additional skills/knowledge to enhance their expertise

in the career field. Training is for selected career Airmen at the advanced level of the AFS.

Air Force Job Qualification Standard/Command Job Qualification Standard (AFJQS/CJQS). A

comprehensive task list that describes a particular job type or duty position. Supervisors use the

AFJQS/CJQS to document task qualifications. The tasks on AFJQS/CJQS are common to all persons

serving in the described duty position.

Career Field Education and Training Plan (CFETP). A CFETP is a comprehensive, multi-purpose

document covering the entire spectrum of education and training for a career field.

Control AFSC (CAFSC). The CAFSC is a management tool to make assignments, assist in

determining training requirements, and consider individuals for promotion. Often an enlisted Airman's

PAFSC will reflect a higher skill level than their CAFSC since the CAFSC skill level is tied to rank

while the PAFSC skill level is tied to upgrade training.

Core Task. Tasks the Air Force Career Field Manager (AFCFM) identify as minimum qualification

requirements for everyone within an AFSC, regardless of duty position. Additionally, core tasks are any

tasks identified by higher headquarters for personnel to perform during deployments, contingencies, or

wartime. Core tasks for a particular skill level or in general across the AFSC are specified.

Course Objective List (COL). A publication derived from initial and advanced skills course training

standards. Tasks, knowledge requirements, and respective standards to achieve a 3-/7-skill level in this

career field are identified. Supervisors use the COL to assist in conducting graduate evaluations in

accordance with DAFI36-2670, Total Force Development.

Duty AFSC (DAFSC). The DAFSC reflects the actual manpower position the Airman is assigned to.

Usually, the PAFSC, DAFSC, and CAFSC will be the same. However, the PAFSC, DAFSC, and

CAFSC may vary due to situations such as retraining, special duties, or upgrade training. Additionally,

Airmen that have retrained into multiple specialties will have several secondary AFSCs (2AFSC,

3AFSC, etc.).

Exportable Training. Additional training via computer assisted, paper text, interactive video, or other

necessary means to supplement training.

Field Technical Training (Type 4). Special or regular on-site training conducted by a field training

detachment (FTD) or by a mobile training team.

Initial Skills Training. A formal in-resident course that results in award of the 3-skill level.

Instructional System Development (ISD). A deliberate and orderly process for developing, validating,

and reviewing instructional programs that teaches personnel the knowledge and skills essential for

successful job performance.

Occupational Survey Report (OSR). A detailed report showing the results of an occupational survey

of tasks performed within a particular AFS.

On-the-Job Training (OJT). Hands-on, over-the-shoulder training conducted to certify personnel in

both upgrade (skill level award) and job qualification (duty position certification) training.

Primary AFSC (PAFSC). The PAFSC is the designation for the specialty in which the individual

possesses the highest skill level and is, therefore, the AFSC that he or she is best qualified to perform.

Qualification Training (QT). Hands-on performance training designed to qualify personnel in a

specific position. This training occurs both during and after upgrade training to maintain up-to-date

qualifications.

Qualification Training Package (QTP). An instructional package designed for use at the unit to

qualify, or aid qualification, in a duty position or program, or on a piece of equipment. It may be printed,

computer-based, or in other audiovisual media.

Resource Constraints. Resource deficiencies, such as money, facilities, time, manpower, and

equipment that preclude desired training from being delivered.

Resource Training Center (RTC). The career field’s central repository of training resources

supporting the full spectrum of Financial Management (FM) capabilities and bridging the gap between

formal and informal training.

Skills Training. A formal course that results in the award of a skill level.

Specialty Training. A mix of formal training (technical school) and informal training (on-the-job) to

qualify and upgrade Airman in the award of a skill level.

Specialty Training Standard (STS). An Air Force publication that describes skills and knowledge that

Airman in a particular Air Force specialty needs on the job. It further serves as a contract between the

Air Education and Training Command and the user to show the overall training requirements for an Air

Force specialty code that the formal schools teach.

Standard. An established and defined practice or procedure used in measuring results.

Total Force. All collective Air Force components (active, reserve, guard, and civilian elements) of the

United States Air Force.

Training Requirements Analysis. A detailed analysis of tasks for a particular AFS to be included in

the training decision process.

Training Setting. The type of training forum provided (formal resident school, on-the job, field

training, mobile training team, self-study etc.).

Upgrade Training (UGT). Training that leads to the award of a higher skill level.

Utilization and Training Workshop (U&TW). A forum of the Career Field Manager (CFM),

MAJCOM Chief Enlisted Managers (CEM), Subject Matter Experts (SME), and AETC training

personnel that determines career field training requirements.

SECTION A – GENERAL INFORMATION

1. Purpose This CFETP provides the information necessary for Air Force Career Field Managers

(AFCFM), Chief Enlisted Managers (CEM), commanders, training managers, supervisors, and trainers

to plan, develop, manage, and conduct an effective and efficient career field training program. The plan

outlines the training that individuals in this AFS should receive in order to develop and progress

throughout their career. This plan identifies initial skills, upgrade, qualification, advanced, and

proficiency training. Initial skills training is the AFS specific training an individual receives upon entry

into the Air Force or upon retraining into this specialty for award of the 3-skill level. Normally, Air

Education and Training Command (AETC) conducts this training at one of the technical training bases.

Upgrade training identifies the mandatory courses, task qualification requirements, and correspondence

course completion requirements for award of the 3-, 5-, 7-, 9-skill level. Qualification training is actual

hands-on task performance training designed to qualify an Airman in a specific duty position. This

training program occurs both during and after the upgrade training process. It will provide the

performance skills and knowledge required to do the job. Selected Airman will use advanced formal

specialty training. Proficiency training, either in-residence or exportable, is additional training, advanced

training courses, or on-the-job training provided to personnel to increase their skills and knowledge

beyond the minimum requirement for upgrade. The CFETP has several purposes:

1.1. Serves as a management tool to plan, manage, conduct, and evaluate career field training programs.

It is also used to help supervisors identify training at the appropriate point in an individual's career.

1.2. Identifies task and knowledge training requirements for each skill level in this AFS and recommends

education and training throughout each phase of an individual's career.

1.3. Lists training courses available in this AFS, identifies sources of training, and the training delivery

method.

1.4. Identifies major resource constraints that affect full implementation of the desired career field

training process.

2. Uses. CEMs, Senior Enlisted Leaders, and supervisors will use this plan to ensure comprehensive and

cohesive training programs are available for each individual in the specialty. Each enlisted financial

manager should have a copy of this plan for their personal reference.

2.1. AETC training personnel, to include the Resource Training Center (RTC), will develop or revise

formal resident, non-resident, field, and exportable training based on requirements established by the

users and documented in Part II of the CFETP. They also work with the AFCFM to develop acquisition

strategies for obtaining resources needed to provide the identified training.

2.2. CEMs will ensure their training programs complement the CFETP mandatory initial, upgrade, and

proficiency requirements. Identified training requirements can be satisfied through OJT, resident

training, contract training, or exportable courses. MAJCOMs must identify developed training to support

this AFSC for inclusion into this training plan.

2.3. Each individual will complete the mandatory training requirements specified in this plan. The list of

Part II courses will be a reference to support training.

3. Coordination and Approval The CFM is the approval authority and will initiate an annual review of

this document to ensure currency and accuracy. MAJCOM representatives and AETC training personnel

will identify and coordinate on the career field training requirements. Using the list of courses in Part II,

they will eliminate duplicate training.

4. Interim CFETP Changes The CFM can approve CFETP changes at any time. Messages, emails, or

other documentation that identifies CFM approved changes will serve as the official CFETP supplement

until the next formal CFETP revision.

SECTION B – CAREER FIELD PROGRESSION AND INFORMATION

5. Specialty Description Financial Management and Comptroller (Apprentice AFSC 6F031,

Journeyman AFSC 6F051, Craftsman AFSC 6F071, Senior Enlisted Leader AFSC 6F091, CEM Code

6F000)

5.1. Specialty Summary.

5.1.1. Financial Management and Comptroller Apprentice, AFSC 6F031: Performs financial

management activities. Provides customer service and effectively communicates financial matters and

data to unit, leadership, and customers. Demonstrates critical thinking through reading and interpreting

regulations by analyzing the information objectively and making a reasonable judgement. Evaluates and

analyzes financial data issues using logical thoughts and determines the best solution. Maintains

financial records for pay and travel transactions. Briefs status of funds for assigned Organization to

flight leadership or Comptroller. Maintains accounting records and prepares reports. Determines fund

availability and propriety of claims. Accounts for and safeguards cash, checks, and other negotiable

instruments. Prepares commitments, obligations, payments and collections. Adheres to compliance and

audit requirements. Assists in developing and compiling financial data with Microsoft (MS) Excel or

Power BI and PowerPoint for preparation of budgets, budget execution plans and reports, and narrative

justifications.

5.1.2. Financial Management and Comptroller Journeyman, AFSC 6F051: Supervises and performs

Financial Management and Comptroller decision support activities. Trains for deployment operations to

deliver financial management support and customer service to deployed personnel and site commander.

Maintains financial records for pay and travel transactions. Maintains accounting records and prepares

reports. Determines fund availability and propriety of claims. Prepares and processes commitments,

obligations, payments and collections. Accounts for and safeguards cash, checks, and other negotiable

instruments. Processes commitments and obligations, payments, and collections. Serves as the financial

advisor to commanders and resource managers by creating and sustaining data visualization

(dashboards) to assist with data-driven decisions. Adheres to compliance and audit requirements.

Compiles, analyzes, and summarizes data with MS Excel, Power BI and PowerPoint for preparation of

budgets, budget execution plans and reports, and narrative justifications.

5.1.3. Financial Management and Comptroller Craftsman, AFSC 6F071: Supervises and manages

Financial Management and Comptroller decision support activities. Trains for deployment operations to

deliver financial management support and customer service to deployed personnel and site commander.

Determines fund availability and propriety of claims. Processes commitments, obligations, payments

and collections. Maintains accounting records and reviews financial reports. Accounts for and

safeguards cash, checks, vouchers, and other negotiable instruments. Serves as the financial advisor to

commanders and resource managers by creating and sustaining data visualization (dashboards) to assist

with data-driven decisions. Adheres to compliance and audit requirements. Compiles, analyzes, and

summarizes data with MS Excel, Power BI, and PowerPoint for preparation of budgets, budget

execution plans and reports, and narrative justifications. Supports data visualization through big data

manipulation.

5.1.4. Financial Management and Comptroller Senior Enlisted Leader, AFSC 6F091/Chief

Enlisted Manager (CEM) Code 6F000: This position provides leadership, management, and guidance

in organizing, equipping, training, and mobilizing the enlisted force within their organization to meet

home station and expeditionary mission requirements. Senior Enlisted Leaders work closely with their

commander and first sergeant to prepare the enlisted force to best execute mission requirements. They

manage and direct resource activities as well as interpret and enforce policies and applicable directives.

They also establish control procedures to meet mission goals and act as a liaison to the FM MAJCOM

CEM on all enlisted issues along with the wing Command Chief on functional topics and enlisted issues.

Additionally, they recommend or initiate actions to improve organizational effectiveness and efficiency

as well as ensure the management of personnel and resources are consistent with current practices and

procedures in support of the wing’s mission.

5.2. Duties and Responsibilities.

5.2.1. Financial Management and Comptroller Apprentice, AFSC 6F031:

5.2.1.1. Acquires proficiency in financial management warfighting and general military skills.

5.2.1.2. Provides customer service. Interacts, effectively communicates, and coordinates with

organizations on financial matters. Analyzes financial directives objectively and clearly communicate

interpretation. Prepares, verifies, computes and processes pay transactions. Processes and verifies travel

claims, estimates travel costs, determines fund availability, and performs follow-up on outstanding

travel orders.

5.2.1.3. Processes financial transactions. Performs follow-up on commitments, outstanding obligations,

military pay transactions, and processes disbursement and collection transactions. Disburses, collects,

and safeguards cash, negotiable instruments and certified vouchers. Prepares accountability records and

reports.

5.2.1.4. Records, reconciles, and verifies entries into automated systems based on accounting

documents. Processes payment and collection vouchers. Maintains appropriated funds accounting

records and files.

5.2.1.5. Provides customer service on financial data analysis for various organizations, vendors and the

Travel Pay Processing Ellsworth. Reconciles funding authorities with accounting records. Prepares, and

verifies financial reports.

5.2.1.6. Possesses knowledge and understanding on the basic functions and formulas of MS Excel or

Power BI and PowerPoint. Utilizes MS Excel, Power BI and PowerPoint to gather, analyze, and prepare

financial data and reports.

5.2.1.7. Assists in developing and compiling factors for planning, programming and budgeting. Assists

in the preparation of budgets, execution plans, and reports. Assists in the preparation of narrative

justifications to support financial requirements.

5.2.1.8. Uses analytical and critical thinking skills to provide financial guidance and decision support to

all levels of leadership.

5.2.1.9. Adheres to compliance and audit requirements.

5.2.2. Financial Management and Comptroller Journeyman, AFSC 6F051:

5.2.2.1. Maintains proficiency and trains others in financial management contingency/warfighting and

general military skills.

5.2.2.2. Provides customer service. Advises, interacts and coordinates with organizations on financial

matters. Interprets financial directives. Prepares, verifies, computes, processes, and audits pay

transactions. Processes, verifies, and audits travel claims, estimates travel costs, determines fund

availability, and performs follow-up on outstanding travel orders for travelers.

5.2.2.3. Processes financial transactions. Performs follow-up on commitments, outstanding obligations,

and processes disbursement and collection transactions. Disburses, collects, and safeguards cash,

negotiable instruments and certified vouchers. Prepares accountability records and reports.

5.2.2.4. Determines propriety of funding and certifies fund availability. Records, reconciles, and verifies

entries into automated systems based on accounting documents. Certifies and processes payment and

collection vouchers. Maintains appropriated funds accounting records and files. Schedules, prepares,

verifies, and submits financial reports.

5.2.2.5. Provides customer service and financial analysis for various organizations, vendors and the

Travel Pay Processing Ellsworth. Reconciles funding authorities with accounting records.

5.2.2.6. Analyzes accounting reports and financial data to identify trends for evaluating effectiveness and

efficiency of Air Force activities. Develops and compiles factors for improved planning, programming

and budgeting. Prepares budgets, execution plans, and reports. Analyzes financial execution, identifies

and explains variances, and prepares narrative justification to support financial requirements.

5.2.2.7. Reviews financial data for accuracy and resolves discrepancies. Receives, reconciles, and

distributes funding authorities. Examines funding and reprogramming actions to determine financial

implications. Reviews reimbursement program status.

5.2.2.8. Uses analytical and critical thinking skills to provide financial guidance and decision support to

all levels of leadership.

5.2.2.9. Possesses knowledge and understanding on the intermediate functions and formulas of MS

Excel and Power BI dashboard visualization. Utilizes MS Excel, Power BI and PowerPoint to gather,

analyze, and prepare financial data and reports.

5.2.2.10. Adheres to compliance and audit requirements.

5.2.3. Financial Management and Comptroller Craftsman, AFSC 6F071:

5.2.3.1. Maintains proficiency and trains others in financial management contingency/warfighting and

general military skills.

5.2.3.2. Plans, organizes, and schedules comptroller activities. Develops instructions, techniques, and

performance standards for operating Financial Management systems.

5.2.3.3. Establishes internal controls to ensure compliance with directives, laws, and statutes. Prescribes

procedures for jobs not covered by directive or precedent.

5.2.3.4. Provides customer service. Interacts and coordinates with organizations on financial matters.

Interprets and supplements financial directives. Prepares, verifies, computes, processes, and audits pay

transactions. Processes, verifies, and audits travel claims, estimates travel costs, determines fund

availability, and performs follow-up on outstanding travel orders for travelers.

5.2.3.5. Processes financial transactions. Performs follow-up on commitments, outstanding obligations,

and processes disbursement and collection transactions. Disburses, collects, and safeguards cash,

negotiable instruments and certified vouchers. Prepares accountability records and reports.

5.2.3.6. Determines propriety and certifies fund availability. Records, reconciles, and verifies entries

into automated systems based on accounting documents. Certifies and processes payment and collection

vouchers. Maintains appropriated funds accounting records and files. Schedules, prepares, verifies, and

submits financial reports.

5.2.3.7. Provides customer service and financial analysis for various organizations, vendors and the

Travel Pay Processing Ellsworth. Reconciles funding authorities with accounting records.

5.2.3.8. Analyzes accounting reports and financial data to identify trends for evaluating effectiveness and

efficiency of Air Force activities. Develops and compiles factors for improved planning, programming

and budgeting. Prepares budgets, execution plans, and execution reports. Analyzes financial execution.

Identifies and explains variances. Provides budget call instructions to organizations. Prepares narrative

justification to support financial requirements.

5.2.3.9. Reviews financial data for accuracy and resolves discrepancies. Receives, reconciles, and

distributes funding authorities. Examines funding and reprogramming actions to determine financial

implications. Reviews reimbursement program status.

5.2.3.10. Performs audits as required by directives and adheres to compliance and audit requirements.

5.2.3.11. Uses analytical and critical thinking skills to provide financial guidance and decision support to

all levels of leadership.

5.2.3.12. Functions as principal advisor to flight commander. Leads and develops enlisted members of

the flight. Works hand in hand with Squadron Senior Enlisted Leader to provide decision support to

leadership. Possesses knowledge and understanding on the advanced functions and formulas of MS

Excel. Utilizes Excel, Power BI, dashboards and PowerPoint to gather, analyzes, and prepares financial

data and reports. Supports data-driven decisions through big data manipulation.

5.2.4. Financial Management and Comptroller Senior Enlisted Leader/Chief Enlisted Manager

(CEM), AFSCs 6F091 and 6F000:

5.2.4.1. Maintains proficiency and trains others in financial management contingency/warfighting and

general military skills.

5.2.4.2. Leads, manages, plans, organizes, and directs Comptroller operations. Develops related reports.

Improves work methods and procedures for internal control and efficient operation. Coordinates with

units and other activities on matters pertaining to Comptroller policies, procedures, and operations.

5.2.4.3. Inspects, reviews, and examines Comptroller activities for operational efficiency and

compliance with established procedures and policies. Takes or recommends corrective action.

5.2.4.4. Adheres to compliance and audit requirements.

5.2.4.5. Establishes internal controls to ensure compliance with directives, laws, and statutes. Prescribes

procedures for jobs not covered by directive or precedent.

5.2.4.6. Studies and develops solutions to problems encountered by operating units in maintaining

accounts, collecting and disbursing funds, paying military and civilian personnel and commercial

accounts, and preparing reports and summary cost data.

6. Career Skill Progression. Adequate training and timely progression from the apprentice to the

superintendent level play an important role in the Air Force’s ability to accomplish its mission. It is

essential that everyone involved in training do his or her part to plan, manage, and conduct an effective

training program. The guidance provided in this part of the career field education and training plan

ensures each individual receives viable training at appropriate points in their career.

6.1. Apprentice 3-Level. Financial Management and Comptroller AFSC 6F031: Initial skills training in

this specialty consist of the tasks and knowledge training provided in the 3-skill level in-resident course.

Individuals must complete the basic Financial Management Course for the 6F031 AFSC to be awarded.

As a 6F031, you may be assigned to any functional area within a base level Comptroller organization.

6.2. Journeyman 5-Level. Financial Management and Comptroller, AFSC 6F051: The Financial

Management Journeyman is a leader in the making. To attain the 5-skill level, Airmen must complete all

STS core tasks, Unit Type Code (UTC) training based on the UTC the member is assigned to, job

qualification training based on the duty task list, and FMCJ – Financial Operations or FMCJ – Financial

Analysis based on duty section the airman is assigned to. Air National Guard and Air Force Reserve

personnel must also complete the FMCJ available online when entered into 5-skill level upgrade

training. This ensures adequate progression towards attainment of the higher skill level. Job qualification

consists of completion of duty section task and knowledge areas. Senior Airmen will attend Airman

Leadership School (ALS) before promotion to Staff Sergeant. Additional knowledge and use of

automated systems is also required during this phase of an Airman's career. Active pursuit of an

associate in applied science Degree (or equivalent) in Financial Management through the Community

College of the Air Force (CCAF) or higher from an accredited university/college is highly encouraged.

5-level UGT Requirements

(If assigned to the XFFA1 UTC)

5-level UGT Requirements

(If assigned to the XFFA7 UTC)

FMCJ – Operations OR FMCJ – Analysis

(determined by the section an individual is

assigned to)

FMCJ – Operations OR FMCJ – Analysis

(determined by the section an individual is

assigned to)

5-level STS core tasks

Job qualifications tasks (duty section tasks &

knowledge areas)

Job qualifications tasks (duty section tasks &

knowledge areas)

XFFA1 UTC tasks

XFFA7 UTC tasks

6.3. Craftsman 7-Level. Financial Management and Comptroller, AFSC 6F071: Further broadening of

our financial warrior and leader continues with the requirements set forth to obtain this skill level. The

breadth of experience widens and the increase in responsibilities grows upon attainment of our Financial

Management 7-skill level. To be upgraded to the 7-skill level in this specialty, individuals must be

trained and signed-off on all core tasks, complete qualification training, and the 7-level craftsman course

in-residence. In addition to this training, individuals must be signed off on all tasks listed on the XFFA2

Unit Type Code (UTC) task listing. Craftsmen may be assigned to any financial management functional

area at base level or a MAJCOM/FOA staff (preferably as a MSgt). TSgt or TSgt selectees will complete

the Non-Commissioned Officer Academy (NCOA) by correspondence or in-residence. MSgt’s are

encouraged to seek opportunities to complete Senior Non-Commissioned Academy (SNCOA) in-

residence. MSgt’s may also attend the Professional Financial Management Course (PFMC), which

requires an associate degree through CCAF or an accredited university/college. CCAF or equivalent is

highly recommended for all promotion eligible MSgt’s. Obtaining a professional certification such as

Certified Defense Financial Manager (CDFM), Certified Government Financial Manager (CGFM), etc.

is encouraged. Additional certifications can be located through the AF Credentialing Opportunities On-

Line (AF COOL) website. Individuals are highly encouraged to pursue a Baccalaureate Degree in a

related functional field.

6.4. Senior Enlisted Leader 9-Level. Financial Management and Comptroller, AFSC 6F091: By

obtaining this skill level, you are achieving a significant step towards the pinnacle of the enlisted career

ladder. For upgrade to the 9-skill level in this specialty, you must be a SMSgt. SMSgt’s or SMSgt

selectees should attend the Senior Noncommissioned Officer Academy in-residence and will attend the

Senior Enlisted Leader Workshop hosted by SAF/FM. Completion of the Defense Financial

Management Course (DFMC) will further enhance this financial management leader’s skills

(completion of the SNCOA in-residence and an Associate in Applied Science Degree in Financial

Management through CCAF or an associate degree from an accredited university/college are

requirements for enlisted attendance). Completion of DoD FM Certification, Level 3 is required.

Obtaining a professional certification such as Certified Defense Financial Manager (CDFM), Certified

Government Financial Manager (CGFM), etc., is encouraged. Additional certifications can be located on

the AF Credentialing Opportunities On-Line (AF COOL) website. Individuals should pursue a

Baccalaureate Degree in a related field and certification under the SAF/FM Professional Development

Program.

6.5. Job rotations. Allowing members to rotate sections adds depth and breadth to a career and is

pivotal to the enhancement and professional development of each individual. This will promote a greater

scope of knowledge and technical expertise. Enlisted members below the rank of SMSgt must rotate to a

different section at a minimum of every 36 months. This does not preclude moving an individual to a

different section prior to the 36th month and does not reset due to permanent change of station (PCS) or

permanent change of assignment (PCA). Sections include Financial Analysis, Financial Operations,

Quality Assurance, Resource Advisor, and Major Command (MAJCOM) staff positions. Base level

Senior Enlisted Leaders are authorized to postpone assignment to a different section due to mission

requirements, upcoming separations, PCS, or deployments for up to one year. Extensions beyond one

year must be approved by the MAJCOM CEM. Base level Senior Enlisted Leaders and CEMs will work

together to ensure individuals assigned to one-deep positions are afforded the opportunity for job

rotation when feasible. This may require transferring a person from one MAJCOM to another. Job

rotations are not applicable to members of the Air Force Reserve, Air National Guard or Active Duty

MSgts permanently assigned to a Senior Enlisted Leader billet at a Comptroller Squadron or Flight.

6.6. FM Certification. The FY12 National Defense Authorization Act authorized the Secretary of

Defense to establish a Financial Management Professional Certification Program that requires all who

perform Financial Management functions to attain and maintain a DoD FM Certification. Achieving this

certification serves as a guide towards professional development, helps identify training when seeking

new responsibilities, and improves Financial Management and leadership skills. Additional guidance

can be found in Department of Defense Instruction (DoDI) 1300.26, Operation of the DoD Financial

Management (FM) Certification Program.

6.6.1. DoD FM Certification applies to officer, enlisted, and civilian personnel occupying financial

management-coded positions. It provides guidance relating to certification requirements applicable to

the 6F0X1 career specialty.

6.6.2. Certification Requirements. The financial management & comptroller career path includes three

progressive levels of certification. Each level identifies the completion of specific training, education

and experience requirements.

6.6.3. Certification/Skill Level/Grade Association. Air Force financial management & comptroller has

determined that positions on unit manning documents should be coded to require levels of certification

commensurate with the required grade of the position. DoD FM certification is designed to be a

balanced and progressive program of training, experience, and education. It is not intended for quick

attainment without having practical on-the-job experiences to accompany the certification. SAF/FM

(FME) has final approval authority for enlisted members to attend any in house non FM myLearn

training course. See the table below for established position certification levels by grade:

Rank

POSITION

CERTIFICATION

LEVEL

SEI

AB / Amn

None

A1C / SrA / SSgt

Level I

096

TSgt / MSgt Level II

097

SMSgt / CMSgt Level III

098

6.6.4. Satisfying DoD FM Certification Requirements. Reference the FM Certification Program page

under quick links on the https://comptroller.defense.gov site or DOD INSTRUCTION 1300.26.

6.6.5. Continuous Education Training (CET). Complete the requisite quantity of CETs credits every 2

years to sustain the achieved certification level. Reference the FM Certification Program page under

quick links on the https://comptroller.defense.gov site or DOD INSTRUCTION 1300.26.

6.7. Special Experience Identifiers (SEI).

6.7.1. Purpose. SEIs identify special experience and training not otherwise identified within the

personnel data system (PDS). They are used when identifying experience or training is critical to the job

and person assignment match and no other identification is appropriate or available. SEIs are tied to the

assignment process and better distribute personnel to optimize the job and person match.

6.7.2. Financial Management & Comptroller SEIs. SEIs reflects DoD FM certification and warrant

level:

6.7.2.1. SEI Code 096. Represents DoD FM Level I certification.

6.7.2.2. SEI Code 097. Represents DoD FM Level II certification

6.7.2.3. SEI Code 098. Represents DoD FM Level III certification.

6.7.3. Each member is responsible for ensuring the appropriate SEI code is reflected on their records.

Supervisors and SELs should ensure that the SEI code aligns with rank and updated timely with

assistance from the Commander Support Staff (CSS) or local Military Personnel Section (MPS).

7. Training Decisions. The CFETP uses a building block approach (simple to complex) to complete

training requirements for the Financial Management and Comptroller career field. It includes a strategy

for when, where, and how to meet the training requirements. The strategy must be apparent and

affordable to reduce duplication of training and eliminate a disjointed approach to training.

- A Specialty Training Requirement Team (STRT) was held August 2018 followed by the Utilization

and Training Workshop (U&TW) to review and discuss STS tasks related to the Financial Management

and Comptroller career field. These U&TW decisions form the basis of the STS items found in Part II,

Section A of this CFETP and are considered necessary training requirements, both during initial skills

training and beyond, to support this AFSC in the future.

- The Training Planning Team (TTP) was held from 27 – 28 June 2022 to review and make changes to

the Apprentice course and FMCJ courses.

7.7. Initial Skills Training. The initial skills course is designed to prepare the graduate to begin

working in any base-level Financial Management and Comptroller organization. An outcome of the

U&TW includes increased training in Customer Service, Critical Thinking, Communication Skills,

Microsoft Office applications, and locating and interpreting publications.

7.8. 5-Level Upgrade Requirements. Financial Management and Comptroller, AFSC 6F051:

Successful completion of the Financial Management and Comptroller Journeyman course online is

required for upgrade. The major outcome of the TTP was the removal of the FMCJ – Fundamentals

course.

7.9. 7-Level Upgrade Requirements. Financial Management and Comptroller, AFSC 6F071:

Includes tasks related to the Financial Management and Comptroller career field and successful

completion is required for upgrade. The 7-level in-residence course provides financial managers an

understanding of skills necessary for deployment to a contingency operation. Completion of the course,

all core tasks, job qualification training, and tasks listed on the XFFA2 Unit Type Code (UTC) task

listing are required for upgrade.

7.10. Proficiency Training. Additional knowledge and skill requirements not taught through initial

skills or upgrade training are available through supplemental training courses. Personnel should take

active interest in obtaining additional training at every opportunity. Record additional proficiency

training in an approved records system.

8. Community College of the Air Force. Enrollment in CCAF occurs upon completion of Basic

Military training. CCAF provides the opportunity to obtain an Associate of Applied Sciences Degree.

Additional off-duty education is a personal choice that is encouraged for all. Individuals desiring to

become an AETC Instructor must possess as a minimum an Associate Degree or should be actively

pursuing an associate degree. Special Duty Assignment requires an AETC instructor candidate to have a

CCAF degree or be within one year of completion (45 semester hours). A degreed faculty is necessary to

maintain accreditation through the Southern Association of Colleges and Schools.

8.1. Degree Requirements: Prior to completing an associate degree, the members must be awarded

their 5-level and the following CCAF requirements must be met:

Semester Hours

Technical Education 24

Leadership, Management, and Military Studies 6

Physical Education 4

General Education 15

Program Elective 15

Technical Education; Leadership, Management, and Military

Studies; or General Education Total

8.1.1. Technical Education (24 semester hours). A minimum of 12 semester hours of Technical Core

subjects and courses must be applied and the remaining semester hours applied from Technical Core or

Technical Elective subjects and courses.

8.1.2. Technical Core Subject/Courses include the following with maximum semester hours in

parenthesis: American Society of Military Comptrollers Certified Defense Financial Manager

Certification (6); Business Law (6); Business Mathematics (3); CCAF Internship (18); Financial

Analysis (9); Financial Principles/Management (9); Microcomputer Software Applications (6); Military

Pay & Accounting (12); Principles of Accounting (6); Statistics (3); and Travel Accounting (3).

8.1.3. Technical Electives Subject/Courses include the following with maximum semester hours in

parenthesis: Business Finance (3); Computer Science (6); International Finance (3); Leadership/

Management (3); Managerial Communications (3); Money and Banking (6); Principles of Economics

(Micro/Macro) (6); and Principles of Marketing (3).

8.1.4. Leadership, Management, and Military Studies (6 semester hours). Professional military

education and/or civilian management courses.

8.1.5. Physical Education (4 semester hours). This requirement is satisfied by completion of Basic

Military Training.

8.1.6. General Education (15 semester hours). Applicable courses must meet the criteria for application

of courses to the General Education Requirements (GER) and be in agreement with the definitions of

applicable General Education subject/courses as provided in the CCAF General Catalog.

8.1.7. Program Elective (15 Semester Hours). Satisfied with applicable Technical Education;

Leadership, Management, and Military Studies; or General Education subjects and courses, including

natural science courses meeting GER application criteria. Nine semester hours of CCAF degree

applicable technical credit otherwise not applicable to this program may be applied. See the CCAF

General Catalog for details regarding the Associates of Applied Sciences degree for this specialty.

8.2. Off-Duty Education. Additional off-duty education is a personal choice that is encouraged for all.

9. 6F0X1 Education and Career Development Plan.

9.1. Career Field Path. The following charts depict a complete picture of education, training,

certification, and assignment positions through all 6F0XX skill levels. Information outlined in each of

these two figures represents a "snapshot" of the Financial Management and Comptroller career field as

of the publication date of this CFETP. This information should be understood as labeled (e.g., "average"

promotion TIS, "desirable" education status, and possible duty level/assignment) and not interpreted as

AFSC requirements. Air Force Enlisted Classification Directory, Airman Classification, contains a

specialty summary, duties and responsibilities, and specialty qualifications for all AFSCs.

9.2. Enlisted Career Pyramid

9.3. Occupational Badge

The above pyramid depicts the path of the typical

financial management & comptroller Airman and is

not intended to be restrictive in any form.

Wear the master

badge upon

promotion to MSgt.

Exception: MSgt

cross-trainees must

have at least 6

years in the 6F

AFSC.

Wear the senior

badge after

award of the 7-

skill level.

Wear the basic

badge after

completing

technical school.

9.4. Enlisted Career Path The following table completes the career field path area and presents

education, training, and grade mandatory requirements for all aspects of an AFSC. Together with the

figure at paragraph 9.1, this table provides enlisted Financial Management and Comptroller personnel

with a complete, viable path/outline, which, if followed, should result in a highly successful career in the

6F0XX AFSC.

Air Force Enlisted Career Path

Education and Training Requirements

Rank

Averag

e Sew-

Earlies

t Sew-

High

Year of

Tenure

(HYT)

Basic Military Training School

Apprentice Technical School

Skill Level)

Amn

A1C

6 months

10 months

Upgrade to Journeyman (5-Skill Level)

- Minimum 12 months on-the-job training.

- Minimum 9 months on-the-job

training for re-trainees.

- Complete Financial Management and

Comptroller Journeyman (FMCJ)

course - FMCJ – Operations or FMCJ

– Analysis (determined by the

member’s duty section).

- Complete XFFA1 or the XFFA7 UTC

tasks (refer to para 6.2)

Note: FMCJ – Ops & FMCJ – Analysis

courses will also be available for just-in-

time training as personnel rotate.

Amn

A1C

SrA

10 months

3 years

28 months

10 years

Airman Leadership School

- Must be a SrA with 48 months time-

in- service or be a SSgt select.

- Prerequisite for SSgt sew-on (Active

Duty Only).

Trainer

- Signed off on tasks to be trained.

- Completed the Air Force Training

Course Recommended by their

supervisor.

Upgrade to Craftsman (7-skill level)

- Minimum rank of SSgt

- Minimum 12-months on-the-job training

months for re-trainees)

- Complete XFFA2 UTC tasks

Attend Craftsman course

SSgt 4.5 years 3 years 20 years

Noncommissioned Officer Academy

- Must be a TSgt or TSgt select.

- Resident graduation is a prerequisite

for MSgt sew-on (Active Duty Only).

TSgt

MSgt

12.5

years 16

years

5 years

8 years

22 years

24 years

USAF Senior NCO Academy

- Must be a MSgt or SMSgt select.

- Resident graduation is a prerequisite

for SMSgt sew-on. (Active Duty

Only)

SMSgt

19.2 years

11 years

26 years

Upgrade to Senior Enlisted Leader

(9 Skill Level)

- Minimum rank of SMSgt.

CMSgt

21.5 years

14 years

30 years

SECTION C – SKILL LEVEL TRAINING REQUIREMENTS

10. Purpose. Skill level training requirements in this career field are defined in terms of tasks and

knowledge requirements. This section outlines the specialty qualification requirements for each skill

level in broad, general terms and establishes the mandatory requirements for entry, award, and retention

of each skill level. The specific task and knowledge training requirements are identified in the STS at

Part II, Sections A and B of this CFETP.

11. Training Requirements.

11.1. Apprentice Level Training (3-Level)

11.1.1. Specialty Qualification. This information is derived from the official specialty description in the

AFECD.

11.1.2. Knowledge. (Financial Management and Comptroller AFSC 6F031): Knowledge of career

ladder progression, AF organizations’ functions and missions, financial improvement and audit

readiness, customer service, federal budget system, fiscal law, funds distribution, budget principles and

execution, accounting and payment principles/procedures, contingency operations, financial

management systems and basic computer applications, pay/entitlements and allowances, duty status,

deductions, allotments, indebtedness, courts martial sentences and non-judicial punishment, military

payments computation, interpret MMPA, military and dependent PCS/retirement and separation travel,

military and civilian TDY, travel card program, reporting requirements, analysis techniques, Financial

Management policies, procedures and regulations, management principles and controls, critical thinking

techniques, MS Excel advance, ethics, visual, oral, and written presentation techniques and Air Force

missions.

11.1.2.1. Education. For entry into this specialty, completion of high school courses in mathematics,

accounting, business law, ethics, and computer applications are desirable.

11.1.2.2. Training. The following training is mandatory as indicated for award of AFSC 6F031:

Completion of the Financial Management and Comptroller Apprentice course.

11.1.2.3. Experience. None required.

11.1.2.4. Other. The following are mandatory for entry, award, and retention of the Financial

Management and Comptroller Apprentice AFSC (6F031): No record of conviction by a civilian court for

offenses involving larceny, robbery, wrongful appropriation, burglary, or fraud. Never received non-

judicial punishment under the Uniform Code of Military Justice (UCMJ) for offenses involving acts of

larceny, wrongful appropriation, robbery, burglary or fraud as defined in UCMJ Articles 121, 122, 129,

and 132 or never been convicted by military courts-martial for these same offenses. For award and

retention of AFSC 6F031, the member must maintain an Air Force Network License.

11.1.2.5. Training Sources and Resources. Formal AETC initial skills course provide the required

knowledge and task proficiency training for award of the 3-skill level.

11.1.2.6. Implementation. Upon graduation from Basic Military Training, Airmen are assigned to the

335th Training Squadron at Keesler AFB, MS to attend formal technical training. This training

culminates with foundational skills within this specialty. Successful completion of formal technical

training results in the award of the 3-skill level.

11.2. Journeyman Level Training (5-level)

11.2.1. Specialty Qualification. This information is from the official specialty description in the ECD.

11.2.1.1. Knowledge. (Financial Management and Comptroller AFSC 6F051): Knowledge of career

ladder progression, Fiscal Law, accounting and payment principles/procedures, contingency operations,

Financial Management systems and basic computer applications, military pay and entitlements,

allowances, duty status, deductions, allotments, indebtedness, reenlistments, courts martial sentences

and non-judicial punishment, civilian pay, dependency determination, military/civilian/dependent PCS

and retirement/separation travel, travel card program, DDO operations, cost and economics, competitive

sourcing, Air Force organizations’ functions and missions, quality assurance program, customer service

principles, Federal budgets system, O&M execution plans, funds distribution, reporting requirements,

analysis techniques, financial management policies, procedures and regulations, management principles

and controls, budgeting principles and execution, MS Excel, financial management critical thinking

techniques, ethics, visual, oral, and written presentation techniques, and Air Force missions.

11.2.1.2. Education. There are no formal education requirements for upgrade to AFSC 6F051.

However, progress toward an Associate in Applied Science Degree from CCAF or an associate degree

from an accredited university/college is highly encouraged.

11.2.1.3. Training. The following training is mandatory as indicated: Completion of the Financial

Management and Comptroller Journeyman courses online. See para 12.1 & 6.2 for detailed 5-skill level

upgrade requirements.

11.2.1.4. Experience. Qualification in and possession of AFSC 6F031. Experience in financial

management such as customer service, document and voucher processing, computation, systems, funds

control, reporting, reconciliation and follow-up.

11.2.1.5. Other. The following are mandatory for entry, award, and retention of the Financial

Management and Comptroller Journeyman AFSC (6F051): No record of conviction by a civilian court

for offenses involving larceny, robbery, burglary, wrongful appropriation, burglary, or fraud. Never

received non-judicial punishment under the Uniform Code of Military Justice (UCMJ) for offenses

involving acts of larceny, wrongful appropriation, robbery, burglary or fraud as defined in UCMJ

Articles 121, 122, 129, and 132 or never been convicted by military courts-martial for these same

offenses.

11.2.1.6. For award and retention of AFSC 6F051 must maintain an Air Force Network License.

11.2.1.7. Training Sources and Resources. The Financial Management and Comptroller Journeyman

online courses provide the required career knowledge training. The online course and OJT will provide

training and qualification on the core tasks identified in the STS. The online course is designed to build

from the trainee’s current knowledge base and provide more in-depth knowledge to support OJT

requirements.

11.2.1.8. Implementation. Units will utilize the STS and web-based training to perform training to the

5- level.

11.3. Craftsman Level Training (7-level)

11.3.1. Specialty Qualification. This information is from the official specialty description in the ECD.

11.3.1.1. Knowledge. (Financial Management and Comptroller AFSC 6F071): Knowledge of fiscal

law, accounting and payment principles/procedures, contingency operations, financial management

systems and basic computer applications, pay and travel entitlements, Air Force organization, reporting

requirements, analysis techniques, financial management policies, procedures and regulations,

management principles and controls, budgeting principles, financial management critical thinking

techniques, visual, oral, and written presentation techniques, and Air Force missions.

11.3.1.2. Education. Completion of an Associate in Applied Science Degree from CCAF or an

Associate Degree from an accredited university/college, and Baccalaureate Degree is highly encouraged.

11.3.1.3. Training. The following training is mandatory as indicated: Completion of the Financial

Management and Comptroller Craftsman course (7-level in-residence). See para 12.2 for detailed 7-skill

level upgrade requirements.

11.3.1.4. Experience. Qualification in and possession of AFSC 6F051. Experience in performing or

supervising activities of Financial Management such as customer service, financial analysis document

and voucher processing, computation, systems, funds control, reporting, reconciliation and follow-up.

11.3.1.5. Other. The following are mandatory for entry, award, and retention of the Financial

Management and Comptroller Craftsman AFSC (6F071): No record of conviction by a civilian court for

offenses involving larceny, robbery, burglary, wrongful appropriation, burglary, or fraud. Never

received non-judicial punishment under the Uniform Code of Military Justice (UCMJ) for offenses

involving acts of larceny, wrongful appropriation, robbery, burglary or fraud as defined in UCMJ

Articles 121, 122, 129, and 132 or never been convicted by military courts-martial for these same

offenses.

11.3.1.6. For award and retention of AFSC 6F071 must maintain an Air Force Network License.

11.3.1.7. Training Sources and Resources. Seven-level upgrade training will be conducted and

completed by certified trainers.

11.3.1.8. Implementation. Units will utilize the STS and in-residence and web-based training to

perform training to the 7-level.

11.4. Senior Enlisted Leader Level Training (9-level)

11.4.1. Specialty Qualification. This information is from the official specialty description in the ECD.

11.4.1.1. Knowledge. (Financial Management and Comptroller AFSC 6F091): Knowledge of Fiscal

Law, accounting and payment principles/procedures, contingency operations, financial management

systems and basic computer applications, pay and travel entitlements, Air Force organization, reporting

requirements, analysis techniques, financial management policies, procedures and regulations,

management principles and controls, budgeting principles, financial management decision support

techniques, visual, oral, and written presentation techniques, and Air Force missions.

11.4.1.2. Education. Completion of an Associate in Applied Science Degree from CCAF or an

Associate degree from an accredited university/college.

11.4.1.3. Training. Completion of the Professional Financial Management Course (PFMC) or Defense

Financial Management Course (DFMC) is desirable. See para 12.3 for detailed 9-skill level

requirements.

11.4.1.4. Experience. Qualification in and possession of AFSC 6F071. Experience in managing and

directing financial management activities.

11.4.1.5. Other. The following are mandatory for entry, award, and retention of the Financial

Management and Comptroller Senior Enlisted Leader AFSC (6F091): No record of conviction by a

civilian court for offenses involving larceny, robbery, burglary, wrongful appropriation, burglary, or

fraud. Never received non-judicial punishment under the Uniform Code of Military Justice (UCMJ) for

offenses involving acts of larceny, wrongful appropriation, robbery, burglary or fraud as defined in

UCMJ Articles 121, 122, 129, and 132 or never been convicted by military courts martial for these same

offenses.

11.4.1.6. For award and retention of AFSC 6F091 must maintain an Air Force Network License.

11.4.1.7. Training Sources and Resources. No formal training is required. Qualification training and

experience inherent in career specialty job performance are desired sources of training.

11.4.1.8. Implementation. The 9-level will be awarded after promotion to SMSgt.

12. Financial Management Formal Upgrade Program.

12.1. Award of 6F051 Air Force Specialty Code.

12.1.1. Complete minimum requirements in DAFI36-2670, Total Force Development.

12.1.2. Successfully complete Financial Management and Comptroller Journeyman courses online in

addition to job qualification training.

12.1.3. Be signed off on all core tasks as identified in the CFETP using the OJT training guides.

12.1.4. Be signed off on all tasks listed based on the Unit Type Code (UTC) the member is assigned.

12.2. Award of 6F071 Air Force Specialty Code.

12.2.1. Complete minimum requirements in DAFI36-2670, Total Force Development.

12.2.2. Successfully complete job qualification training.

12.2.3. Complete Financial Management and Comptroller Craftsman course.

12.2.4. Complete identified core tasks.

12.2.5. Be signed off on all tasks listed on the XFFA2 Unit Type Code (UTC) task.

12.3. Award of 6F091 Air Force Specialty Code.

12.3.1. Promotion to SMSgt.

12.3.2. Complete minimum requirements in DAFI36-2670, Total Force Development.

12.4. Grandfathering rules. N/A

12.5. Functional Areas. Quality Assurance, Resource Advisor, Financial Analysis, Financial Services,

AFIMSC, MAJCOM Staff, Air Staff, and Special Duty Assignments.

12.5.1. Special Duty Assignments. Any assignment within the career field, but outside of the above

functional areas where the individual retains their 6FAFSC such as: CDC Writer, Technical Training

Instructor, Resource Training Center, etc. Also included are Special Duty Assignments outside of the

career field, such as: First Sergeant, Military Training Instructor, Recruiter, etc.

12.5.2. Upgrade Management. Base-level Senior Enlisted Leaders are responsible for monitoring the

upgrade process for 6F0XX personnel assigned to their base (i.e., host and tenant) to ensure personnel

meet the minimum requirements prior to the Commander awarding the appropriate skill level.

Commanders must ensure UTC task list requirements are met before awarding a higher skill level.

SECTION D – RESOURCE CONSTRAINTS

13. Purpose. This section identifies known resource constraints, which preclude optimal and desired

training from being developed or conducted, including information such as cost and manpower.

Narrative explanations of each resource constraint and an impact statement describing what effect each

constraint has on training are included. Also included in this section are actions required, office of

primary responsibility, and target completion dates. Resource constraints will be, as a minimum,

reviewed and updated annually.

13.1 Reference Section B, Training Course Index for the list of courses.

SECTION E – TRANSITIONAL TRAINING GUIDE

14. There are currently no transitional training requirements. This area is reserved.

SECTION F – CONTINGENCY TRAINING

This section replaces policy formerly directed in the Comptroller Contingency Training memorandum,

signed on 18 November 2020, and in AFI 10-213, Combat Comptroller Deployment Program, which has

been rescinded effective 21 July 2020.

15. Contingency Training is a Total Force initiative from cradle-to-grave. All military personnel will

participate in a minimum of two unit led contingency training periods per month. FM contingency

training will ensure each FM member is fully prepared to deploy without prior notice and will be able to

successfully execute their assigned mission. FM military personnel are required to participate in Combat

Comptroller Contingency training as part of skill-level upgrade training and home station training. A

sound base-level contingency training program must include self-paced study, over-the- shoulder

training, lecture and hands-on techniques. Each enlisted person will be certified on all of the tasks

associated with his or her assigned UTC list. These periods will include UTC tasks if within six months

of an AEF window or ancillary training to include the unit’s Continuity of Operations (COOP) plan for

contingencies short of war and must specifically address contingency operations. Commanders and

Senior Enlisted Leaders will ensure enlisted members (E7 and below) attend Silver Flag training during

their pre-deployment training window. Once the Department of the Air Force (DAF) transitions to

AFFORGEN deployment model, FM enlisted members will attend Silver Flag during their Ready Phase

of the AFFORGEN cycle. At a minimum, Silver Flag must be completed every four years. If loaded

against a different Unit Type Code (UTC) within four years, member must recomplete Silver Flag

training during his/her next Ready Phase cycle. Note: Record contingency training in training

management system.

15.1. Comptroller Squadron Commanders are responsible for and will ensure:

15.1.1. All military personnel assigned to their units are associated to an Air Expeditionary Forces

(AEF) window in Military Personnel Data System (MilPDS) within 15 calendar days of in-processing.

15.1.2. Determine home station support requirements.

15.1.3. In coordination with the functional MAJCOM, develop and implement home station military

workload mitigation plans to maximize deployable capability during AEF rotational and surge

operations. These plans are due to the functional HHQ annually. FM Chief Enlisted Managers will

ensure requirements are implemented through a Risk-Based Sampling method and coordinate with

MAJCOM/IG to ensure it is inspected and reported within their respective AOR.

15.1.3.1. Budget for additional home station workload capability, (e.g., civilian over hires, Individual

Mobilization Augmentees and Man-days).

15.1.3.2. Elevate mitigation options requiring higher-level approval.

15.1.3.3. If programmed mitigations are not sufficient, then consider delay of non- essential training and

exercises and finally, reduction in facilities and/or service provided by the functional area.

15.1.4. Base-level organizations will synchronize planned activities (e.g., training exercises, inspections,

PME, non-deployment related TDYs, leaves, etc.) with the AEF battle rhythm to ensure forces are ready

during their scheduled AEF deployment period.

15.1.5. Organizations are required to develop local checklists and/or operating instructions to outline

Comptroller Squadron actions and procedures to support base/MAJCOM Operational Plans (OPLANs),

Continuity of Operations (COOPs) IAW AFI 10-208, Continuity of Operations (COOP) Program, and

all contingency situations. This includes deployments, major accident response, pandemics, natural

disaster response, terrorist or other base attack response, Force Protection Conditions, Health Protection

Conditions, reception, and bed down of incoming forces, and non-combatant evacuation and/or

reception. All units will plan, budget and be prepared to execute their Mission Essential Functions

(MEFs). Continuity requirements must be incorporated into the daily and routine operations of

organizations to ensure rapid response to a wide range of emergencies, including local or regional

natural disasters, health-related emergencies, man-made disasters, accidents and technological or attack-

related emergencies.

15.1.6. All FM enlisted military personnel will conduct self-paced Unit Type Code (UTC), scenario-

based training six months prior to their AEF Window. All other military personnel outside of their AEF

Window will participate in COOP based training to include actual relocation of operations and offline

processing to demonstrate FM capability in a cyber-contested environment.

15.2. All FM military personnel are required to participate in Combat Comptroller training, which

includes home station training, Silver Flag, and the Comptroller Contingency Familiarization Course –

Basic. Training begins with the accession to the career field and continues throughout each member’s

career. It will include formal and home station training, exercises, and self-study to ensure each

member’s proficiency in assigned contingency duties. Effective home station training is critical to

provide deployed commanders with fully qualified personnel who can provide a full range of financial

management capabilities that are demanded in a contingency environment. These sessions must occur

twice per month, be documented, results recorded and followed-up for corrective actions.

15.2.1. All Airmen are assigned to a UTC which is populated in UTC Availability (UTA) based on

funded position identified on the Unit Manning Document (UMD). Airmen must be fully trained and

qualified to fill that UTC.

15.2.2. All UTC self-paced training will be scenario based, UTC Task list connected, and will be

located on the Financial Information Collaboration Space (FICS) site. COOP training will be local

scenario driven.

15.3. To align with the 2018 National Defense Strategy and AFMAN 10-2503, Operations in a

Chemical, Biological, Radiological and Nuclear (CBRN) Environment, CBRN Defense Task

Qualification Training (TQT) is being included for the Financial Management career field. During

exercises that direct MOPP gear, unit Commanders and Senior Enlisted Leaders should ensure Airmen

are evaluated on their ability to execute wartime tasks identified below and these tasks will be

accomplished in Mission Oriented Protective Posture (MOPP) 4 (as permitted) and annotated on the

623A. Squadrons with unique requirements may include, but not remove, additional tasks to align with

their wing’s priorities.

FMF FMA Paying Agent

012.001 Interpret MMPA 009.006 Load Fund

Targets/Limitations

011.032 Cash Management

013.005 Process Hostile Fire

and Imminent Danger

010.002 Determine Status of Funds 011.037 Determine Budget Rate

013.007 Process Hardship

Duty Pay

011.009 Perform Funds Certification 011.038 Determine Daily

Exchange Rate

014.002 Compute BAS 011.016 AF Form 9, Request for

Purchase

037.013 Perform Destruction of

Funds Process

014.005 Process BAH 011.018 AF Form 4009, Government

Purchase Card Fund Cite

Authorization

037.014 Balance Manual AF Form

616

014.007 Compute Family

Separation

011.019 DD Form 448, Military

Interdepartmental Purchase Request

037.021 SF 44 Invoice/Purchase

Order/Receiving Report

014.003 Process Meal

Deductions

011.024 DD Form 448-2, Acceptance

Military Interdepartmental Purchase

Request

037.031 Present Status of Funds

Briefing

027.002 Compute Travel and

Transportation Options and

Allowances

029.006 Process CED Travel

PART II

SECTION A – SPECIALTY TRAINING STANDARD (STS)

1. Implementation. This STS will be used for technical training provided by AETC for 3-skill level

classes beginning 31 May 2023. The Financial Management and Comptroller Course Journeyman

(FMCJ) online will be effective 11 Sep 2023. The 7-skill level in-residence class has not changed and

the STS in this document will be effective on the date of CFETP publication.

2. Purpose. As prescribed in DAFI36-2670, Total Force Development, this STS contains the following:

2.1. Lists in the column 1 (Task, Knowledge, and Technical Reference) the most common tasks,

knowledge, and Technical References (TR) necessary for Airmen to perform duties in the 3-, 5-, and 7-

skill level. Number task statements sequentially, i.e., 1.1, 1.2, and 2.1 Column 2 (Core Tasks) identifies,

by asterisk (*), specialty-wide training requirements.

2.2. Provides certification for OJT. Column 3 is used to record completion of tasks and knowledge

training requirements. Use automated training management systems to document technician

qualifications, if available. Task certification must show a certification or completed date. (As a

minimum, use the following column designators: Training Complete, Certifier Initials.)

2.3. Shows formal training and correspondence course requirements. Column 4 shows the proficiency to

be demonstrated on the job by the graduate as a result of training on the task and knowledge and the

career knowledge provided by the correspondence course.

2.4. Contains the proficiency code key for qualitative requirements and used to indicate the level of

training and knowledge provided by resident training and on-line course.

2.5. Used to document task when placed in AF Form 623, Individual Training Record, and used

according to DAFI36-2670, Total Force Development.

2.6. Becomes a job qualification standard (JQS) for on-the-job training when placed in AF Form 623,

On-The-Job Training Record, and used according to DAFI36-2670, Total Force Development. When

used as a JQS, the following requirements apply:

2.6.1. Documentation. Consult DAFI36-2670, Total Force Development, for documentation questions

and issues.

2.6.2. Training Standard. For On-the-Job Training, tasks are trained and qualified to the “go/no go”

level. Do not use the proficiency codes for OJT. These codes are used strictly for the in residence 3- skill

level and 7-skill level courses and the Financial Management and Comptroller Journeyman courses

online. “Go” means the individual is capable and competent to perform tasks without assistance and

meets local demands for performance, accuracy, timeliness, and correct use of procedures.

2.6.3. The STS is a guide to develop promotion tests used in the Weighted Airman Promotion System

(WAPS) for Airmen and Junior NCO’s testing to higher ranks. Senior NCOs with extensive practical

experience in their career fields develop Specialty Knowledge Tests (SKT) at the USAF Occupational

Measurement Squadron. The tests sample knowledge of STS subject matter areas judged by test

development team members as most appropriate for promotion to higher grades. Questions are based

upon study references listed in the WAPS catalog. WAPS is not applicable to the Air National Guard or

Air Force Reserve.

3. Recommendations. Comments and recommendations concerning the quality of AETC training are

welcomed. Information or questions regarding changes to training outlined in this CFETP should be

addressed to 81 TRG/TGE, 106 Phantom Dr. Suite 232, Keesler AFB, MS 39534-2037. Additionally, a

customer service information line (CSIL) has been installed for the supervisor’s convenience. The CSIL

may be used to identify graduates who may have potential training deficiencies or who may have

received training beyond the STS requirement. For a quick response to problems, call the CSIL at DSN

597-4566, or e-mail the request to 81trg.t[email protected] at Keesler AFB.

SECTION B – COURSE OBJECTIVE LIST

N/A

SECTION C – TRAINING COURSE INDEX

N/A

SECTION D – TRAINING COURSE INDEX

1. Purpose

1. This section of the CFETP identifies training courses available for the 6F specialty.

2. Air Force In-Residence Courses:

Course Number Title Location

E3ABR6F031 0A1E FM & COMPTROLLER APPRENTICE Keesler AFB

E3ACR6F071 0A1E FM & COMPTROLLER CRAFTSMAN Keesler AFB

3. Air Force Distance Learning Courses:

Course Number Title

E6ANW6F051 FMCJ – OPERATIONS

E6ANW6F051 FMCJ – ANALYSIS

4. Other AFSC Courses:

Title Location

Professional Financial Management Course Maxwell AFB

Defense Financial Management Course Maxwell AFB

5. Optional Courses (https://digitalu.af.mil/)

Title

Microsoft Excel - From Beginner to Expert in 6 Hours

Microsoft Excel - Data Visualization, Excel Charts & Graphs

Excel Data Analysis for Dummies

Complete Power BI Bootcamp: Go from Zero to Hero

The Science of Leadership

Foundations of Project Management

Agile Project Management

Agile Scrum Training: Scrum Master+Agile Project Management

BY ORDER OF THE SECRETARY OF THE AIR FORCE

OFFICIAL

Kristyn E. Jones

Assistant Secretary of the Air Force

(Financial Management and Comptroller)

Attachments:

1. Sample Workload Mitigation Plan Template

2. STS 6F0X1 CFETP

This Page Intentionally Left Blank

When performing in-house training, units should maximize the RTC and utilize the training

packages on their site.

QUALITATIVE

REQUIREMENTS

Proficiency Code

Scale

Value

Definition: The Individual

Task

Performance

Levels

IS EXTREMELY LIMITED (Can do simple parts of the task.

Needs to be told or shown how to do most of the task).

IS PARTIALLY PROFICIENT (Can do most parts of the task.

Needs only help on hardest parts).

IS COMPETENT (Can do all parts of the task. Needs only a spot

check of completed work).

IS HIGHLY PROFICIENT (Can do the complete task

quickly and accurately. Can tell or show others how to do the

task).

*Task

Knowledge

Levels

KNOWS NOMENCLATURE (Can name parts, tools, and simple

facts about the task).

KNOWS PROCEDURES (Can determine step-by-step

procedures for doing the task).

KNOWS OPERATING PRINCIPLES (Can identify why and

when the task must be done and why each step is needed).

KNOWS ADVANCED THEORY (Can predict, isolate, and

resolve problems about the task).

**Subject

Knowledge

Levels

KNOWS FACTS

(Can identify basic facts and terms about the

subject)

KNOWS PRINCIPLES (Can identify relationship of basic facts and

state general principles about the subject).

KNOWS ANALYSIS (Can analyze facts and principles and

draw conclusions about the subject).

KNOWS EVALUATION (Can evaluate conditions and make proper

decisions about the subject).

Name of Trainee

Printed Name (Last, First, Middle Initial)

Initials (Written)

SSAN

Printed Name Of

Certifying Official and Written Initials

N/I

Explanations

* A task knowledge scale value may be used alone or with a task performance

scale value to define a level of knowledge for a specific task. (Example: b and 1b)

** A subject knowledge scale value is used alone to define a level of knowledge

for a subject not directly related to any specific task, or for a subject common to

several tasks.

- This mark is used alone instead of a Scale Value to show that no proficiency

training is provided in the course or CDC.

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

1. CAREER LADDER PROGRESSION

1.1 Career Field Education and Training Plan (CFETP)

1.2 Financial Management (FM) Certification

TR: https://fmonline.ousdc.osd.mil/Certification/Certification.aspx

A - - -

1.3 Intro to FM

1.4 myVector

2. PUBLICATIONS

2.1 Locate Functional Publications Using Electronic Media

TR: https://www.e-publishing.af.mil/

* 2b - - -

2.2 Interpret Functional Publications

FM publications-65 series: https://www.e-publishing.af.mil/

DoDFMR: https://comptroller.defense.gov/fmr/

* 2b - - -

3. ORGANIZATIONS, FUNCTIONS AND MISSIONS

3.1 Department of Defense (DoD)

DoDD 5100.01: https://www.esd.whs.mil/Portals/54/Documents/DD

/issuances/dodd/510001p.pdf

A - - -

3.2 Secretary of the Air Force (SAF)

DoDD 5100.01: https://www.esd.whs.mil/Portals/54/Documents/DD

/issuances/dodd/510001p.pdf

TR: AFI 38-101

A - - -

3.3 Major Command (MAJCOM)/Field Command (FLDCOM) Level

DoDD 5100.01: https://www.esd.whs.mil/Portals/54/Documents/DD

/issuances/dodd/510001p.pdf

TR: AFI 38-101

A - - -

3.4 Wing/Base Level/Delta

TR: AFI 38-101

A - - -

3.5 Defense Finance and Accounting Service (DFAS)

https://www.dfas.mil/

A - - -

3.6 Air Force Accounting and Finance Office (AFAFO)

TR: https://usaf.dps.mil/sites/11098/AF-FM-AFO/OO-FM-AF/OO-FM-

AF-03/default.aspx

- - - -

3.7 Air Force Installation and Mission Support Center (AFIMSC)

TR: https://usaf.dps.mil/teams/RMSO/rmportal/SitePages/Ho

me.aspx

A - - -

3.8 Resource Training Center (RTC)

TR: https://usaf.dps.mil/sites/FICS

A B B

3.9 FM Strategic Plan

TR: https://www.saffm.hq.af.mil/About-Us/FM-Strategic-Plan/

A B B -

4. QUALITY ASSURANCE PROGRAM

TR: AFI65-202;

FICS site: https://usaf.dps.mil/sites/FICS

4.1 Audit

4.2 Self-Assessment

4.3 Internal Reviews, Validations, Reconciliations and Audits

4.4 Fraud Prevention

4.5 Cross Feeds / Best Practices

4.6 Quality Assurance Plan

4.7 Risk Management and Internal Control (RMIC)

4.8 Financial Improvement & Audit Readiness (FIAR) (Your Role)

4.9 Major Graded Areas

5. CUSTOMER SERVICE

TR: FICS site: https://usaf.dps.mil/sites/FICS

5.1 Principles

5.2 Apply Personal Etiquette

5.3 Apply Telephone Etiquette

5.4 Apply Electronic Communication Etiquette

6. FEDERAL BUDGET SYSTEM

TR: https://www.usa.gov/budget; DAFMAN65-601 Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

6.1 Planning, Programming, Budgeting & Execution (PPBE)

6.2 Budget Process

7. FISCAL LAW

TR: Principles of Federal Appropriation Law, Title 31 USC

1341,1342,1517; https://uscode.house.gov/search/criteria.shtml;

FICS site: https://usaf.dps.mil/sites/FICS

7.1 Purpose, Time and Amount

TR: Title 31 USC 1341,1342,1344,1511-17

A - - -

7.2 Determine Purpose, Time and Amount

TR: Title 31 USC 1341,1342,1344,1511-17

* - b 2b 2b

7.3 Feed and Forage Act

TR: Title 41 USC 6301

X - - - B

7.4 Comptroller General Decisions

TR: Title 31 USC 1341,1342,1344,1511-17

https://www.gao.gov/legal/appropriations-law/search

- - - -

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

8. O&M EXECUTION PLANS

TR: DAFMAN 65-605,V1;

FICS site: https://usaf.dps.mil/sites/FICS

8.1 Flying Hour Program

8.2 Official Representation Funds

8.3 Travel / Transportation

8.4 Purchase Services

8.4.1 Utilities

8.4.2 Communications

8.4.3 Rents/Leases

8.4.4 Sustainment, Restoration, and Modernization (SR&M)

8.4.5 Miscellaneous Contract Services/Purchases Maintenance

8.5 Supplies and Equipment

8.6 Non-Flying DLRs

8.7 Civilian Pay

8.8 Submission

9. FUNDS DISTRIBUTION

TR: DAFMAN 65-605,V1;

FICS site: https://usaf.dps.mil/sites/FICS

9.1 Interpret Direct and Reimbursement Funding

9.2 Interpret Funding Guidance

9.3 Interpret Initial Distribution

9.3.1 Annual Funding

9.3.2 Quarterly Phasing

9.3.3 Load Fund Targets/Limitations

9.3.4 Defense Enterprise Accounting Management System (DEAMS)

9.3.5 Supply

9.3.6 Medical

9.4 Verify Target/Limitation Loads Against Document

10. BUDGET EXECUTION

AFMAN 65-605,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

10.1 Propriety of Funding

10.2 Determine Propriety of Funding

10.3 Determine Status of Funds

10.4 Track Reimbursements

10.5 Flying Hour Program

10.6 Civilian Pay

10.7 Quarterly Variance Analysis

10.8 Management of Prior Year Funds

10.9 Resource Management System (RMS)

10.9.1 Training

10.9.2 Financial Working Group (FWG)

10.9.3 Financial Management Board (FMB)

10.9.4 Prepare FWG Briefing

10.9.5 Prepare FMB Briefing

10.10 Perform Analysis of Budget Program

11. ACCOUNTING PRINCIPLES

TR: DAFMAN 65-605,Vol 1; AFMAN65-604;

FICS site: https://usaf.dps.mil/sites/FICS

11.1 Stages of Accounting

11.1.1 Disbursement Accounting

11.1.2 Apply Stages of Disbursement Accounting

11.1.3 Reimbursement Accounting

11.1.4 Apply Stages Reimbursement Accounting

11.2 Data Elements of the Accounting Structure

11.3 Determine Data Elements of the Accounting Structure

11.4 Standard Accounting

11.5 Government Accounting

11.5.1 Budgetary Accounts

11.5.2 Proprietary Accounts

11.6 Funds Certification

11.7 Perform Funds Certification

11.8 Defense Enterprise Accounting Management System (DEAMS)

Interfaces

11.8.1 Purpose

11.8.2 On-Line Updates

11.8.3 DEAMS to Automated Disbursing Sysytem (ADS) Daily

Reconciliation (DADR)

- - B -

11.9 Funding Management Notices

11.10 Process Commitment Documents

11.10.1 AF Form 9, Request for Purchase

11.10.2 AF Form 616, Fund Cite Authorization

11.10.3 AF Form 4009, Government Purchase Card Fund Cite

Authorization

X X - - 2b -

11.10.4 DD Form 448, Military Interdepartmental Purchase Request

X X - - 2b -

11.11 Validate Obligation Documents

11.11.1 Contracts/Purchase Orders

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

11.11.2 Project Order

11.11.3 AF Form 406, Miscellaneous Obligation Reimbursement

Document

- - b -

11.11.4 DD Form 448-2, Acceptance Military Interdepartmental

Purchase Request

X X - - b -

11.11.5 Travel Orders

11.11.6 Military/Civilian Training (SF182)

11.11.7 Local Drayage

11.11.8 Utility Bills

11.12 Payment Process

11.12.1 Receiving Reports

11.12.2 Invoices

11.12.3 Cash Management

11.12.4 Payment Date

11.12.5 Interest Penalty Payments

11.12.6 Discounts

11.12.7 Foreign Currency Fluctuation Account

11.12.8 Determine Budget Rate

11.12.9 Determine Daily Exchange Rate

11.12.10 Prepare and Process Adjustment Vouchers

11.13 Prompt Payment Act (PPA)

11.14 Accounts Receivable

11.14.1 Customer Billings - Stock Fund

11.14.2 Customer Billings -Miscellaneous

11.14.3 Process Collections

11.14. Delinquent Accounts Receivable/Write-Offs

11.15 FM System Products

11.15.1 Accounts Payable Management Products

11.15.2 Open Document List

11.15.3 Daily Audit List

11.15.4 Automated Execution Reports

11.15.5 Selective Transaction History List

11.15.6 Outstanding Orders, Travel Advances, and Obligations List

11.16 Perform Dormant Account Review Quarterly (DAR-Q)

12. MILITARY PAY

TR: AFMAN 65-116 v1;

FICS site: https://usaf.dps.mil/sites/FICS

12.1 Interpret Master Military Pay Account (MMPA)

12.2 Interpret Leave and Earning Statement (LES)

12.3 Clear Management Notices

12.4 Correct Rejects

12.5 Voucher Balancing

13. ENTITLEMENTS

TR: AFMAN 65-116 v1;

FICS site: https://usaf.dps.mil/sites/FICS

13.1 Basic Pay

13.1.1 Basic Pay Information

13.1.2 Compute Basic Pay

13.2 Special Pay

13.2.1 Medical and Dental

13.2.2 Proficiency/Special Duty Assignment

13.2.3 Process Hostile Fire and Imminent Danger

13.2.4 Aviation Retention Pay

13.2.5 Process Hardship Duty Pay

13.2.6 Incentive Pay

13.2.7 Aviation Career Incentive Pay

13.3 Career Status Bonus

13.4 Initial Enlistment Bonus

13.5 Entitlement Verification/Recertification

13.5.1 Member

13.5.2 Unit/Agency Verification

13.6 Process Combat Zone Tax Exclusion/Qualified Hazardous Duty

Area Entitlement

X X - b - -

14. ALLOWANCES

TR: JTR; AFMAN 65-116 v1;

FICS site: https://usaf.dps.mil/sites/FICS

14.1 Basic Allowance for Subsistence (BAS)

14.1.1 BAS Purpose

14.1.2 Compute BAS

14.1.3 Process Meal Deductions

14.1.4 Family Subsistence Supplemental Allowance (FSSA)

14.2 Basic Allowance for Housing (BAH)

14.2.1 BAH Purpose

14.2.2 Process BAH

14.3 Clothing

14.4 Compute Family Separation Allowance (FSA)

14.5 Cost of Living Allowance (COLA)

14.6 Overseas Housing Allowance (OHA)

14.7 Travel Lodging Allowance (TLA)

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

14.8 Move In Housing Allowance (MIHA)

15. DUTY STATUS

TR: AFMAN 65-116 v1;

FICS site: https://usaf.dps.mil/sites/FICS

15.1 Process Permanent Change of Station (PCS)

15.2 Process Leave

15.3 Absent Without Leave (AWOL)

15.4 Confinement

15.5 Accessions

16. DEDUCTIONS

TR: AFMAN 65-116,Vol 1,2;

FICS site: https://usaf.dps.mil/sites/FICS

16.1 Taxes

16.1.1 Taxes Information (Federal Income Tax Withholding (FITW),

Federal Insurance Contribution Act (FICA), Medicare and State Income

Ttax Withholding (SITW)

A - - -

16.1.2 Compute Taxes (FITW, FICA, Medicare and SITW)

16.2 Servicemember's Group Life Insurance (SGLI)

16.3 Armed Forces Retirement Home (AFRH)

16.4 Thrift Savings Plan (TSP)

17. ALLOTMENTS (DEDUCTIONS)

TR: AFMAN 65-116,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

17.1 Allotments (Deductions)

18. INDEBTEDNESS

TR: AFMAN 65-116 v1;

FICS site: https://usaf.dps.mil/sites/FICS

18.1 Types of Indebtedness

18.2 Debt Notification

18.3 Debt Repayment

18.4 Appeals and Rebuttals

18.5 Debt Remissions

18.6 Debt Waivers

18.7 Open/Suspended Questionable Indebtedness Listing

18.8 Garnishments

19. COMPUTE FINAL PAY

TR: AFMAN 65-116,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

19.1 Compute Final Pay

19.2 Process 350 Checklist

20. REENLISTMENTS

TR: AFMAN 65-116,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

20.1 Compute Bonus

20.2 Compute Leave Settlement

21. COURTS MARTIAL SENTENCES AND NONJUDICIAL PUNISHMENT

TR: AFMAN 65- 116, Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

21.1 Fines

21.2 Forfeitures

22. MILITARY PAYMENTS

TR: AFMAN 65-116,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

22.1 Compute Advance Pay

22.2 Compute Partial Pay

22.3 Compute Casual

22.4 Process Death Gratuity

23. DEPENDENCY DETERMINATION

TR: AFMAN 65-116,Vol 1; JTR Appendix A

23.1 Dependency Determination

24. CIVILAN PAY

TR: DoDFMR Vol 8

24.1 Change of Address

24.2 Deductions

24.3 Direct Deposit

25. GUARD AND RESERVE COMPONENTS

TR: AFMAN 65-116, Vol 3;

FICS site: https://usaf.dps.mil/sites/FICS

25.1 Status (Title 10 & 32)

TR: Title 10 & Title 32 of US Code

X X - - - -

25.2 Interpret Master Military Pay Account (MMPA)

26. MILITARY AND DEPENDENT PCS, RETIREMENT AND SEPARATION

TRAVEL AND TRANSPORTATION

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

26.1 Compute Leave and Allowable Travel Time

26.2 Compute Travel and

Transportation Allowances

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

26.3 In-Place Consecutive Overseas Tour (IPCOT)/Consecutive

Overseas Tour (COT)

- A - -

26.4 Transportation of Student Dependent

26.5 Determine Dislocation Allowance (DLA)

26.6 POV Shipment/Storage

26.7

Compute Travel Lodging Expense (TLE)

27. CIVILIAN AND DEPENDENT PCS TRAVEL AND TRANSPORTATION

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

27.1 Allowable Travel Time

27.2 Travel and Transportation Allowances

27.3 Temporary Quarters Subsistence Expenses (TQSE)

27.4 Relocation Income Tax Allowance (RITA)/Withholding Tax

Allowance (WTA)

- A - -

27.5 House Hunting

27.6 Real Estate

27.7 Miscellaneous Expense

27.8 Computer Voucher - CONUS-CONUS

27.9 Computer Voucher - Involving Overseas

28. MILITARY AND CIVILIAN TEMPORARY DUTY TRAVEL AND

TRANSPORTATION

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

28.1 Leave and Allowable Travel Time

28.2 Determine Leave and Allowable Travel Time

28.3 Travel and Transportation Allowances

28.4 Determine Travel and Transportation Allowances

28.5 Determine Reimbursable Expenses

28.6 Determine Guard and Reserve Travel Allowances

28.7 Review Settlement Vouchers

28.8 Process Contingency, Exercise, and Deployment (CED) Travel

28.9 Fund Cite Authorization

29. LOCAL VOUCHER REIMBURSABLE EXPENSES

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

29.1 Determine Local Voucher Reimbursable Expenses

30. OVERSEAS EMERGENCY LEAVE

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

30.1 Determine Overseas Emergency Leave Procedures

31. EVACUATION ENTITLEMENTS

TR: JTR;

FICS site: https://usaf.dps.mil/sites/FICS

DAF Evacuation Guide:

https://usaf.dps.mil/teams/RMSO/rmportal/rmf/PolicyMemoandGuid

elinesLibrary/Forms/AllItems.aspx?id=%2Fteams%2FRMSO%2Frmport

al%2Frmf%2FPolicyMemoandGuidelinesLibrary%2FDAF%20Emergency

%20and%20Evacuation%20Guide%5FFeb%202023%2Epdf&parent=%2

Fteams%2FRMSO%2Frmportal%2Frmf%2FPolicyMemoandGuidelinesLi

brary

31.1 Determine Evacuation Entitlements - Emergency

31.2 Determine Evacuation Entitlements - Non-combatant

32. PERSONAL PROCURED MOVES

TR: JTR; AFI 65-114

32.1 Process Personal Procured Moves

33. DOUBTFUL CLAIMS

TR: DoDFMR Vol 5; JTR;

FICS site: https://usaf.dps.mil/sites/FICS

(add IMSC SOP)

33.1 Doubtful Claims

34. TRAVEL CARD PROGRAM

TR: https://www.defensetravel.dod.mil/Docs/regulations/GTCC.pdf;

FICS site: https://usaf.dps.mil/sites/FICS

34.1 Travel Card Program

35. DEPUTY DISBURSING OFFICER (DDO) OPERATIONS

TR: DoDFMR Vol 5;

FICS site: https://usaf.dps.mil/sites/FICS

35.1 Appointment and Duties of Agents

35.1.1 DDO

35.1.2 Agents

35.1.3 Cashiers

35.2 Safeguarding Funds, Negotiable Instruments, and Vouchers

35.3 Accountability

35.4 US Treasury and Limited Depositary Account Operations

35.5 Submission of Original Vouchers

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

36. CONTINGENCY OPERATIONS

TR: DODFMR Vol5;

FICS site: https://usaf.dps.mil/sites/FICS

36.1 Appoint Disbursing Agent

36.2 Appoint Paying Agent

36.3 Appoint Cashier

36.4 Safeguarding Funds, Negotiable Instruments, and Vouchers

36.5 Identify Sources of Funds (Cash)

36.6 Manage Limited Depository Account (LDA)

36.7 Perform Agent Accountability

36.8 Perform Cashier Accountability

36.9 Perform Accommodation Exchange

36.10 Savings Deposit Program Entitlement (SDP)

36.11 Perform Destruction of Funds Process

36.12 Balance Manual AF Form 616

36.12.1 Account for Commitment Documents

36.12.1.1 AF Form 9, Request for Purchase

36.12.1.2 AF Form 49, Government Purchase Card Fund Cite

Authorization

X X X - - - -

36.12.1.3 DD Form 448, Military Interdepartmental Purchase Request

X X X - - - 2b

36.12.2 Account for Obligation Documents

36.12.2.1 SF 1449, Contract

36.12.2.2 SF 44, Invoice/Purchase Order/Receiving Report

36.12.2.3 DD 448-2, MIPR Acceptance

36.12.2.4 Blanket Purchase Agreement (BPA)

36.13 Open Safe and Close

36.14 Change Safe Combination

36.15 Prepare Vouchers

36.16 Certify Vouchers

36.17 Combat Comptroller

TR: https://usaf.dps.mil/teams/fmhub/cc/default.aspx

- - - -

36.18 Site Survey

36.19 Prepare Agent Turn-ins

36.20 Present Status of Funds Briefing

36.21 Support Agreements

36.21.1 Coalition Forces

36.21.2 Host Nation

36.21.3 Administer Acquisition and Cross Service Agreements (ACSA)

- - a b

36.22 Deployed Fiscal Law

36.23 Joint Deployed Operations

36.23.1 Combatant Commands

TR: Joint Pub 1-06

- - - B

36.23.2 Joint Pubs

TR: Joint Pub 1-06

- - - B

36.23.3 Deployed Finance Operations

TR: Joint Pub 3-80

- - - B

36.23.4 Joint Deployments

TR: Joint Pub 1-06

- - - B

36.24 Deployed Automated Tools

36.24.1 Eagle Cash

36.24.2 Paper Check Conversion Over The Counter (PCC O.T.C.)

Procedures

- - - -

36.24.3 International Treasury Service (ITS).gov

36.25 Identify Sources of Funding

37. COST AND ECONOMICS

TR: FICS site: https://usaf.dps.mil/sites/FICS

37.1 Productivity Enhancement Capital Investment (PECI)

37.2 Cost Analysis

37.2.1 Develop Cost Estimates

37.2.2 Employ Time Value of Money

37.2.3 Apply Activity Based Costing Principles

37.2.4 Business Case Analysis (BCA)

37.3 Accomplish Economic Analysis

37.4 Law of Supply and Demand

37.5 Perform Risk Management Analysis

37.6 Perform Descriptive Statistics

37.7 Models Used to Perform Trend Analysis

38. ETHICS

TR: FICS site: https://usaf.dps.mil/sites/FICS

38.1 Ethics

39. PUBLIC SPEAKING

39.1 Perform Public Speaking

40. MANAGEMENT AND SUPERVISION

TR: DAFI36-2670; DAFI 36-2406; DAFI 36-2803; DAFI 36-2907;

FICS site: https://usaf.dps.mil/sites/FICS

40.1 OMB Circular A-123

40.1.1 Internal Control

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

40.1.2 Management Internal Control Program

40.1.3 Pay Record Accessibility and Travel Record Audit

40.2 Manpower Issues

40.2.1 Unit Manpower Document

40.2.2 Unit Personnel Management Roster

40.2.3 Manpower Variance

40.2.4 AFMS 11C – AF Manpower Standard

40.3 Training

40.3.1 OJT Core Task Training Guides

40.3.2 Mission Readiness Training

40.3.3 Contingency

40.3.4 UTC Task List

FICS: https://usaf.dps.mil/sites/FICS

(Tools & Training Search Page)

A B B -

40.3.5 Electronic Training Record

40.4 Supervision

40.4.1 Establish Standards for Work Performance

40.4.2 Job Rotation Plans

40.4.3 Job Performance Feedback

40.4.4 Establish Training Schedules - UGT Requirements

40.4.5 Individual Training Management

40.5 Recognition Programs

40.6 Air Force Audit Program

40.7 Mobility and Deployment -

40.7.1 Installation Deployment Plans, Pre-deployment and

Deployment Procedures

TR: CFETP

- - - -

40.7.2 Mission Capability Statements

TR: CFETP; AFI 10-403

A B B -

40.7.3 FM Role in the AF Force Presentation Model

TR: CFETP; AFI 10-403

X X A B B -

40.8 Readiness Reporting System (Resource Readiness, Capability

Readiness)

- A A -

40.9 UTC Readiness

41. CRITICAL THINKING

41.1 Demonstrate Inductive Reasoning

41.2 Demonstrate Deductive Reasoning

41.3 Apply Rational Analysis

42. MICROSOFT OFFICE SUITE

42.1 Use Word

42.2 Use Excel

42.3 Use PowerPoint

42.4 Use Access

42.5 Use Outlook

43. FM SYSTEMS

TR: FICS site: https://usaf.dps.mil/sites/FICS

43.1 Defense Travel System (DTS)

TR: http://www.defensetravel.osd.mil/dts/site /index.jsp

DTMO Passport Account Login

TR: https://www.defensetravel.dod.mil/Passport/bin/

Passport.html?CFID=39661558&CFTOKEN=14ca2bef1843fc62-

1918D887-B26F-6A90-9A51A2F013794FF6#

Defense Travel Management Office

TR: http://www.defensetravel.dod.mil/site/training.cfm

A B B -

43.1.1 Create DTS Authorization

43.1.2 Create DTS Voucher

43.2 Reserve Travel System (RTS)

43.3 Defense Joint Military Pay System (DJMS)

43.4 Query DJMS records

43.5 Web Defense MilPay Office (WebDMO)

43.6 Process WebDMO transactions

43.7 Case Management System (CMS)

43.8 Create and Close Case in CMS

43.9 Automated Disbursing System (ADS)

43.10 Financial Management Workflow (FMWF)

43.11 Query and Add Comments to Vouchers in FMWF

43.12 Defense Civilian Pay System (DCPS)

43.13 Automated Time and Attendance Production System (ATAAPS)

- - - -

43.14 Remedy

43.15 Air Force Integrated Personnel and Pay System (AFIPPS)

43.16 Commanders Resource Information System (CRIS)

TR: https://cris.af.mil/#Help (must have access to CRIS to view

training guide)

- - - -

43.16.1 CRIS Purpose

5-level 7-level A1 A2 A7

3-skill level

(course)

FMCJ

Operations

FMCJ

Analysis

7-skill level

(course)

Tasks, Knowledge, and Technical References

Training Proficiency

5-skill lvl (CDC)

Core Tasks UTC Tasks

43.16.2 Create New Data Source Query in CRIS

TR: https://cris.af.mil/#Help (must have access to CRIS to view

training guide)

- - - -

43.17 FM Suite

43.18 Upward Obligation Adjustment

43.19 Review FM Suite Data

43.20 DFAS Transaction Interface Module (DTIM)

43.21 Procurement Integrated Enterprise Environment (PIEE)

43.22 Query Contracts in Electronic Document Access (EDA)

43.23 General Accounting and Finance System (GAFS)

43.24 Defense Enterprise Accounting and Management System

(DEAMS)

43.24.1 Navigate DEAMS

43.24.2 Certify Documents and Load Funds in DEAMS

43.25 Government Purchase Card (GPC) System

43.26 Purchase Card On-Line System (PCOLS)

43.27 Government Travel Card (GTC) System

TR: https://home.cards.citidirect.com/CommercialCard/login

- - - -

43.28 Query GTC System

43.29 Online Report Viewing (OLRV)

43.30 Electronic Document Access (EDA), Electronic Document

Management (EDM)

- - - -

43.31 Defense Medical Logistics Standard Support (DMLSS)

TR: AFMAN 41-216, Section 2B

- - - -

43.32 Automated Funds Management (AFM)

43.33 LeaveWeb

TR: https://leave.af.mil (training guides located in "User Guides" after

logging in)

A - - -

43.34 Verify LeaveWeb Information

TR: https://leave.af.mil (training guides located in "User Guides" after

logging in)

- - - -

43.35 MyPay

43.36 Reset MyPay Passwords

43.37 e-Finance

43.38 Review e-Finance Accuracy

43.39 FM Certification Learning Management System (LMS)

43.40 Update FM Certification LMS

43.41 Comptroller Service Portal (CSP)

43.42 Process Tickets in CSP

43.43 Forms & Account Management Service (FAMS)

43.44 Inspector General Evaluation Management System (IGEMS)

44. TERMINAL AREA SECURITY OFFICER (TASO) DUTIES

TR: AFMAN 65-116,Vol 1;

FICS site: https://usaf.dps.mil/sites/FICS

44.1 TASO Duties