Chapter 1: ORGANIZATION

General. To carry out the mission of encampment we are provided with certain tools and constraints. This manual outlines the curriculum for the minimum academic material to cover with a leadership training course, and with the opportunities offered by the facility hosting the encampment. The most essential ingredient to a successful encampment however is the people: in attendance as flight members, and those responsible for them. For this reason, it is critical that the roles, duties, and responsibilities of each person who attends are thoroughly defined. The goal of each staff member should be to give the substance to the encampment that makes it a worthwhile experience for the cadets who attend. In turn, the staff should also be constantly striving to learn and enhance their own education. Each cadet in flight or on staff should be able to bring something back to their home units to improve upon them.

Philosophy. Encampment can be the most significant, worthwhile training experience in a CAP cadet’s career. Training is what the encampment is all about; in-flight cadets and staff members, both cadet and senior, are all trained. To achieve the overall goals, a positive attitude is essential. Each staff member has an obligation to learn as much as they possibly can and to offer the highest quality of training possible to others. The staff must always remember that their first duty is to the members of the basic flight- they are the customers.

History.

Encampment.

The Civil Air Patrol Encampment program traces it’s lineage to the basic training concepts of the United States Army. Prior to World War II, the common practice was for soldiers to join their unit of assignment and receive their initial training there. During World War II, basic training for Army personnel was consolidated into numerous training units for "Basic Training." Personnel who were selected to follow a set training curriculum conducted this training. The training was somewhat similar to the type of training given West Point Cadets, although with the program changed to suit the needs of enlisted soldiers. At the conclusion of this training, soldiers were assigned to their units. Another contributor to the encampment program was the "Aviation Cadet" program. This system selected candidates for flight training. Since the majority of pilots in the U.S. Army Air Corps (after September 1941 the U.S. Army Air Forces) were commissioned officers, training was also provided in military skills. Flight training in the Aviation Cadet program frequently took advantage of the availability of civilian flight instructors. To assist with military training, active duty officers were assigned to training centers. Frequently, these officers had only recently been commissioned themselves. Their purpose was to teach customs and courtesies, drill and ceremonies and other military skills, including military tactics. This concept had originally been used at West Point, which had assigned officers to teach cadets. Both at West Point and in the Aviation Cadet program, these officers were thus known as "Tactical Officers". This title has been retained in the CAP encampment program, even though the USAF no longer refers to similar positions by that title.

The training programs now used by the U.S. Army, Navy, Air Force and Marine Corps are still similar to the training provided during the 1940’s and 50’s, with changes in the areas of technical skills. Training philosophies have changed also, with more emphasis on preparing trainees to be able to acquire future skills and less emphasis on strict discipline for the pure sake of discipline.

Military training provided to Reserve Officer Training Corps cadets and Officer Candidate School students also evolved from the same background, with added emphasis on leadership development.

During the 1950’s, CAP encampments were the highlight of a cadet’s training experience. Encampments were typically 2 weeks long and frequently away from the cadet’s home state (USAF military airlift was used to transport CAP personnel.) Housing, mess and training facilities were abundant, since many of the WWII facilities were still being used by the Air Force. The grades of Cadet Lieutenant Colonel and Cadet Colonel were reserved for use at encampment. Completion of encampment was a prerequisite to earning the Certificate of Proficiency (COP). When the Certificate of Proficiency was renamed to the "General Billy Mitchell Award" in 1965, encampment completion was retained as a prerequisite.

In the 1960’s and 1970’s, encampment training was modified, partially to suit the increased number of teenagers with summer jobs and also to adapt to the changing Air Force training needs. The Vietnam War was occupying the attention of the Air Force, with the World War II facilities being eliminated under modernization projects. Since the Air Force had standardized basic training to one facility (Lackland AFB, Texas), there was no longer any need for "Troop Housing" of the type adaptable to CAP training needs.

The encampment program of today manages to encompass realistic training goals in a well-organized, compressed time frame. Encampments may be held on military facilities of any service, not exclusively Air Force bases.

National Cadet Encampment. The concept of the National Cadet Encampment spun off other regional activities such as Blue Beret at Oshkosh, WI and Hawk Mountain, PA being converted to nationwide activities. The Maryland, Delaware and Virginia Wings consolidated their encampments into one activity. Through the work of the volunteers of the Tri-Wing participants, the Liaison Offices and National Cadet Program Staff, this tri-state encampment was broadened to include the entire nation. A parallel program was also being run in Colorado. This activity holds the promise of combining the best aspects of all the nation’s encampments and incorporating them into one. Each cadet and senior can then import these concepts and ideas back to their home wing’s encampment.

Cadet Staff Structure. The echelon level used at an encampment is dependent upon size. Flights should range from 12 to 18 cadets in size, excluding staff. For a group level encampment, there should be at least six (6) flights. For a wing level encampment, there should be at least sixteen (16) flights, and four squadrons. Each squadron will contain three or four flights. The encampment is squadron-level if there are five flights or less. The Cadet Commander (C/CC) may add staff positions, with the approval of the Commandant of Cadets and Encampment Commander. See figure 1.1. Group and squadron-sized encampments will also have an executive staff. Sec. 1-9 has suggested staff sizes.

Cadet Grade Structure. Temporary grade will NOT be assigned or given to cadets or seniors while at encampment. Cadets attending encampments will not remove their earned grade. Position identifiers, such as colored ballcaps with office symbols (Ex: "XO"), or position title nameplates should be worn. A cadet with an appropriate earned grade should fill each position. This is not a binding agreement; the C/CC should fill each position with the most qualified person, as grade should not be the primary deciding factor. If needed, NCO’s may fill cadet officer billets, but this should be minimized. All cadet NCOs salute cadet officers and other NCOs in officer positions. Make staffing decisions with the encampment’s goals in mind, while considering the cadets’ experience and preferences. Suggested grades for each available position are in Table 2-1.

In-Flight Positions. This process is crucial in successful leadership development of more senior cadets in a flight. There are five available positions for in-flight cadets- element leader, flight standardization officer ("Stando" for short), flight intelligence officer, flight knowledge officer and the guidon bearer. Descriptions appear in sec. 2-4.

Concept. The concept behind in-flight positions comes directly from AFROTC Field Training. This provides the higher-ranking cadets some hands-on experience. Each position is filled on a rotational basis- some rotate more often than others. Since most encampments are a week long, Table 2-2 is an example rotational schedule.

Selection. Day 0 is the day that the cadets arrive. Since this is the introductory period, and is usually a half-day, no positions are selected except for the guidon bearer, since it is an immediate need. This gives the flight staff some time to observe and make their first choices for the other positions. At the conclusion of the encampment, during the pass in review/parade and "Class A" inspection (if done on this day) only the guidon, element leaders and standos need to do their jobs. If the "Class A" inspection is on the second to last day, the stando is not needed for the last day. The flight commander may relieve individuals from a position for not meeting standards or as a punishment.

Element leaders are selected on a permanent basis. The flight staff should choose the three best cadets in their flight for this job. Element leaders may not do any other job, except for stando.

Standardization officers are selected for half of the encampment (three days for a week long encampment). They may not have any other job besides element leader. If there are four or five (relatively) experienced cadets, then choose three to be element leader, and give the other cadet(s) a chance to be the stando.

The remaining jobs should be on a two-day rotation. No cadet may have two different jobs through the course of the encampment (ex: they can’t be intel the first rotation, then knowledge the next).

Day 0

Day 1

Day 2

Day 3

Day 4

Day 5

Day 6

Day 7

Element Leaders (3)

Standardization (Stando)

Intelligence (Intel)

Knowledge

Guidon

Overall Objective. The primary goal is to give leadership role opportunities to all the cadets in flight, by putting the classroom instruction into action. If there are more than 15 people in a flight at the encampment, adjust the rotation lengths to allow maximum participation. The training officer will determine the rotation schedule.

Position	Recommended Grade	Type of position
Cadet Commander	C/Lt. Col. to C/Col.	Officer
Deputy Cadet Commander	C/Maj. to C/Col.	Officer
Cadet Executive Officer	C/Maj. to C/Lt. Col.	Officer
Executive Staff Officers in Charge (OIC)	C/2Lt to C/Lt. Col.	Officer
Executive Staff members	C/SSgt to C/1Lt.	Officer and NCO
Stan/Eval Team (OIC and staff)	C/2Lt to C/Lt. Col.	Officer
First Sergeant (Group or Wing)	C/CMSgt	NCO

Group Commander (wing level enc. only)	C/Capt. to C/Lt. Col.	Officer
Squadron Commander	C/Capt. to C/Maj.	Officer
Squadron First Sergeant	C/TSgt to C/SMSgt	NCO

Flight Commander	C/2Lt to C/Capt.	Officer
Flight Sergeant	C/SSgt to C/SMSgt	NCO

Advice For the Flight Staff. A common complaint among flight commanders is "the cadets I have just don’t know what they’re doing." This is O.K.—the encampment is an environment where the cadets are there to learn. Show the flight right away what is expected for each position (see Ch. 4). Choose the best cadets for the more difficult jobs, then work your way down. If your best drill performer is an element leader, have him/her help the guidon bearers. If a mid-level cadet knows the general knowledge (initially, or is a fast learner), choose them for the knowledge officer position. If you have trouble finding people to "fit the bill", ask the TAC for assistance. Help the weaker people, and encourage the stronger. Be careful of power-hungry cadets- they can cause discord and control problems if not carefully watched. Have the first rotation assist the next-, teaching the importance of continuity. Finally, and most importantly, PROVIDE FEEDBACK to the cadets. Use the evaluation form (Attachment 15 or CAPF 50) to formally go over the cadet’s performance in their job. This crucial step (feedback) is often ignored at the hands of more immediate needs of the flight, with the cadet learning very little in the process.

The in-flight positions are a mandatory part of the encampment program (re: CAPM 52-16, Chapter 5, Required Course Content). Cadets who are attending their second encampment in flight are better candidates for the more involved jobs. The flight staff makes or breaks this program. If you don’t use it to the fullest extent possible, it is doomed to failure, with the losers being the cadets in the flight.

Cadet Staff Position Descriptions. This section contains position descriptions for the cadet staff. They are not intended to limit or restrict action, but are merely presented to give general direction and background of each position. The Encampment Commander may include additional staffing to fit special needs of the encampment, only after assessing that the duties described below won’t fill any special requirements.

Cadet Commander (C/CC).

Overview. The Cadet Commander (C/CC) is responsible for the implementation and conduct of the encampment program. The Commandant of Cadets supervises the C/CC during the encampment.

Objectives:

Provides focus and direction to the cadet staff, to insure proper implementation of the encampment program

Assists in the selection of qualified senior cadets for command staff selection

Maintenance and consistency of training standards in the encampment program

Serve as a role model and example for all the members of the cadet staff

Provide counseling services when appropriate

Provide an appropriate forum for feedback of the encampment program

Foster cohesiveness, teamwork and unity of purpose within the cadet staff

Ensure cadet staff writes continuity documents with sample work or output

Deputy Cadet Commander (C/DCC).

Overview. The Deputy Cadet Commander (DCC) is primarily responsible for coordinating and implementing the encampment training, outside the scope of the training staff. The C/DCC is directly responsible to the C/CC for the training and performance of all line personnel at the encampment.

Objectives:

Quality training of all the "line" personnel at the encampment.

Direct supervision and evaluation of the performance of the squadron (if group level staff) or group commanders (if wing level staff) and the Stan/Eval Team Officer In Charge (OIC)

Adherence to the established cadet training schedule

Compliance with the established encampment academic, physical fitness and training programs

Support the C/CC in his/her duties, filling in where needed

Monitors (or appoints someone to) in-flight position training, ensuring adherence to rules

Assign project officers to special tasks, as needed by the C/CC

Cadet Executive Officer (C/XO).

Overview: The Executive Officer is primarily responsible for coordinating, controlling and directing the support activities of the encampment. The C/XO manages and leads the executive staff OIC’s. The C/XO is directly responsible to the C/CC.

Objectives:

Quality training of all the executive staff (support) personnel at the encampment

Direct supervision and evaluation of the performance of the OIC’s working in each staff department

Adherence to the established cadet training schedule

Assisting OIC’s to manage and lead their departments

Supervise and evaluate the OIC’s of each staff department, ensuring coordination, proper conduct and progress in work

Assisting OIC’s to develop as leaders

Motivate the executive staff

Coordinate to prevent conflicts (ex: PAO telling flight staff what to do)

Standardization and Evaluation Team Officer In Charge (OIC).

Overview: The standardization and evaluation team ("Stan/Eval," "SET" or "Stan Team") performs all aspects of encampment evaluation. They are the commander’s representatives while inspecting cadets, freeing the commander of those duties. However, the commander should still examine the state of training from time to time. The Stan/Eval Team is the central point for all inspection related questions. It is not the role of Stan/Eval to teach or train the cadets; simply to evaluate them.

Objectives:

Set encampment inspection and barracks standards through developing and revising any OI’s

Act as focal point and reference for all uniform, knowledge, drill and barracks related questions once OI is approved by the DCC, C/CC and COC

Uphold the highest standards in uniform wear, barracks arrangement and customs and courtesies

Develop and implement scoring system to determine honor flight

Develop and reproduce inspection forms for daily use and for the "Class A" inspection

Develop daily knowledge requirements for distribution to flight staff (for the knowledge officers) to set the knowledge expectations for the day

Develop daily drill requirements, which will be used for drill card inspections (guidons included) (See Attach. 10)

Do inspections at the end of the drill period, to provide immediate feedback on that day’s drill (See Attachments 5 and 10)

Provide briefing for line staff (Flt, Sq, Gp CC’s) on barracks OI

Monitor, train and supervise the rest of the Stan Team

Create schedule for what inspections each team member will perform on each day

Meet daily with the Deputy Cadet Commander

Delegate tasks as necessary to your staff

Examples of Tasks:

Create, modify or use pre-existing inspection forms and scoring system before arriving to encampment (See Attachments 5, 13)

Perform inspections during each training day with non-standby barracks inspections, except for "Class A" inspection or as needed)

Make schedule of which cadets are to be inspected (i.e. cadet numbers 1, 5, 14, etc. if that system is adopted)

Set expectations for cadet trainees through mock inspection (or some similar method) in the barracks on the first night, explaining what the cadets should look for

Announce honor flight and honor squadron results daily, if the C/CC approves

Create (or use pre-existing) end-of-encampment evaluation forms, separately for seniors, cadet staff and in-flight cadets

Distribute the surveys, then collect and compile results for the encampment report to National HQ

Maintain a continuity binder of all old inspection sheets, correspondences before and after camp and a narrative written by the OIC describing how’s and why’s along with problems encountered

Discuss with flight standos at mealtime how they did in inspections on the previous day, what kinds of mistakes the flights made (flight staff will brief standos with problems if they do arise)

Stan/Eval Team members:

Overview: see OIC section

Objectives:

Assist Cadet Officer In Charge (OIC) with OI, forms and schedule development before encampment begins

Complete any assigned tasks, as necessary

Report daily to the OIC

Administration (ADMIN) Officer In Charge (OIC).

Overview: The Administration OIC is the person responsible for coordinating with the executive officer and outside staffs to maintain personnel paperwork, along with in- and out-processing of all encampment participants, cadet and senior. The OIC also manages and leads the cadet administrative staff, ensuring accomplishment of all tasks.

Objectives:

Create inprocessing plan for all cadets, cadet staff and senior members

Complete ALL personnel related paperwork

Create outline or calendar of when all tasks are to be accomplished by Admin

Maintain all personnel files in a secure location (along with in a computer database if you choose to do so)

Coordinate preparation of graduation packets

Handle any mid encampment personnel actions

Create outprocessing plan for all cadets, cadet staff and senior members

Meet daily with Cadet Executive Officer

Delegate tasks as necessary to admin staff

Meet daily with admin staff to set goals for the day, and discuss any problems

Monitor, train and supervise Administration staff

Examples of Tasks:

Plan, implement and conduct inprocessing of all cadets, cadet staff and senior members, coordinating properly (LG, COMM, XO, 1^st Sgt.’s, Flt/CC’s, etc.)

Verifying all necessary paperwork has been/is collected and the cadet has a current CAP ID or note from home Squadron CC, etc.

CAP Vans are registered with logistics

Cadet’s car keys are turned in to designated senior member by Encampment Commander

Making sure lines are set up, a rain plan is available, signs are posted on base (and volunteers to stand out by gate) to offer directions, and cadets can say goodbye to their parents

Department must complete ALL personnel related paperwork

Certificates of Accomplishment (CA)

Certificates of Appreciation to assisting base personnel or senior members

MSA – Military Support Authorization is complete and correct

CAPF 7’s are completed

Create outline or calendar of when all tasks are to be accomplished by Admin

Maintain all personnel files in a secure location (along with in a computer database if you choose to do so)

Help prepare graduation packets with the rest of executive staff’s help, by stuffing yearbooks, MSA’s, address lists and CA’s in a folder or envelope to hand to the person (cadet and senior) when they outprocess

Plan, implement and conduct outprocessing of all cadets, cadet staff and senior members

Verifying receipt of graduation packet

Making sure lines are set up, a rain plan is available, signs are posted on base (and volunteers to stand out by gate) to offer directions

Recruit and monitor the "Admin Reserves" – executive staff members in a lull who can assist Admin in some fashion while during the duty day; note that "reservists" primary duty comes first

Admin staff members:

Assist the OIC in the above tasks and other duties as assigned by the OIC

Meet daily with Cadet Officer In Charge, if necessary

Communications Officer In Charge (COMM OIC).

Overview: The communications staff is responsible for setting up all encampment related radio and telephone communications. They provide the rosters and issue the items to all staff members. The communication staff is also the base radio monitor, there to contact emergency (or non-emergency) medical services and provide a relay for stations too far apart to communicate

Objectives:

Develop plan to set up base radio (equipment needed, arrival time, call sign(s), etc.) with mentor

Meet all encampment communication needs, radio and telephone and provide necessary information for those systems.

Monitor, train and supervise communication staff

Delegate tasks as necessary to your staff

Meet daily with Cadet Executive Officer

Examples of Tasks

Create and maintain radio log

Create and maintain encampment phone list

Create schedule for manning the base radio

Create and distribute encampment call sign sheet, listing all those who possess a radio

Set up a net if needed or desired

Create and publish communication/radio use OI’s

Verify each radio operator’s ROP card before issuing a radio

Ensure proper care of donated equipment (batteries charged, etc.) and is turned in at the end of the encampment

Communication staff members:

Assist the OIC in the above tasks and other duties as assigned by the OIC

Meet daily with Cadet Officer In Charge, if necessary

Training Officer In Charge (TNG OIC).

Overview: The training officer is responsible for developing the training schedule before the encampment, making any changes along the way if necessary, and providing any classroom instruction that cannot be filled by outside personnel. Training staff should also assist in the development of the basic cadet’s training requirements, through coordinating with command staff and Stan/Eval. Specifically, Training staff should coordinate with Stan/Eval to determine drill training and knowledge requirements for each day.

Objectives:

Help the senior training officer to develop the training schedule for encampment

Monitor progress towards completion of requirements for an encampment

Ensure proper distribution of daily training schedule

Allow the cadets to evaluate each class

Coordination with command staff to set times such as reveille, lights out

Ensure training staff is busy participating in or preparing for instruction. Give breaks to those who need one.

Handle any schedule changes and coordinate with command staff if so needed

Examples of Tasks

Match cadet instructors to classes

Ensure newspaper articles are distributed for Flight Intel officers

Develop an evaluation form to be filled out at the end of each academic class by the cadets to provide feedback for the instructor and the course content

Make many copies of the evaluation form and use them for each academic class

Monitor, train and supervise staff

Delegate tasks as necessary to your staff

Meet daily with Cadet Executive Officer

Training staff members:

Assist the OIC in the above tasks and other duties as assigned by the OIC

Meet daily with Cadet Officer In Charge, if necessary

Public Affairs Officer, Officer In Charge (PAO OIC):

Overview: The public affairs office handles all internal publications and external press releases. PAO staff will take all organizational photographs (flight pictures). The PAO OIC will coordinate efforts to record the happenings of the encampment, and share that with the cadets.

Objectives:

Objectively record and report on encampment happenings

Initiate contact and interface with outside media

Develop plan for timetable for production of yearbook, newsletters, press releases, etc.

Produce any organization publications, such as newsletters, yearbooks, videos and photographs

Ensure any press releases are IAW CAP regulations and are approved by command staff

Examples of Tasks

Decide what will be done during the encampment- there’s more to do than there is time to do it in

Newsletters- one or two, or daily?

Photography/Videography of the encampment

Will a yearbook be done? Will it include pictures, and which ones?

What press releases will be done?

Will there be any text or quotes from each of the flights in the yearbook?

Will a list of names be provided, or will addresses be included?

Coordinate with finance (or in absence of a finance officer, command staff) budget needs before the encampment

Duplication costs yearbooks and newsletters (est.)

Photography/videography costs developing, film, video cassettes

Do press releases to at least local area news, along with an article for the CAP news

Coordinate with command staff before allowing outside press to film us

Write a descriptive article for CAP news, and possibly provide some pictures for them

Ensure any and all publications for wide distribution are approved by command staff (and proofread and spell-checked thoroughly) before duplication and distribution is done

Meet any non-encampment visitors such as Region Commanders, National Commander, base or local officials, etc. alongside with encampment commander or other senior members (wear blues if practical- i.e., if you are on the obstacle course, don’t be in blues)

Encourage cadet and senior staff to write articles for the newsletter. Possibly offer bonus honor flight points to a cadet’s flight if they submit a reasonable, printable article (whether it’s printed or not, coordinate with Stan/Eval)

Monitor, train and supervise staff

Meet daily with Cadet Executive Officer

Public Affairs staff members:

Assist the OIC in the above tasks and other duties as assigned by the OIC

Meet daily with the OIC, if necessary

Logistics Officer In Charge (LG OIC).

Overview: Responsible for all logistical needs of the entire encampment. Provide support for both the senior and cadet areas of operation.

Objectives:

Plan, budget and coordinate all supply needs for the encampment

Meet any immediate and routine requests for supplies

Coordinate with the seniors, First Sergeants and executive staff to determine their needs and wants.

Keep perishable or useable supplies in good stock, such as cleaning supplies

Perform daily inspections of the CAP vans and borrowed military transportation

Monitor CAP van keys, keeping a sign-out sheet

Examples of Tasks

Develop list to inventory all CAP and government issued equipment, not including stuff that is there upon arrival (ex: the beds)

Some recommended things to check:

Vans number, mileage, gasoline usage

Telephones (if not set up already)

Barracks items

Linen issue

Movement of wall lockers, beds, etc. into different rooms, floors or buildings than originally located in

Mops, buckets, brooms in each building, bay or area- they tend to move around

Office and classroom furniture

Desks, if moved

Chairs for offices and classrooms that are issued to CAP, not what is in the building upon arrival, unless they’re moved

Folding tables

Any other items: chalkboards, chalk, erasers, toilet paper

Keep all CAP van keys in one location, and if a van is needed, the driver signs out the keys- this solves the "who has the keys to the van" problem

Perform checklist to determine initial and final condition of issued items, reporting damages

Act as safety monitor for the vans gas levels, maintenance, tires, headlights, etc. possibly a daily inspection

Ensure all staff members have the necessary supplies office equipment, classroom equipment (if applicable)

Ensure encampment has enough cleaning supplies in the barracks- mops, brooms, buckets, hand soap, floor and window cleaners, sponges, paper towels, etc.

Ensure encampment has enough toilet paper, and the trash cans are emptied.

Coordinate with finance (or in absence of a finance officer, command staff) any budget issues before the encampment

Monitor, train and supervise staff

Meet daily with Cadet Executive Officer

Logistics staff members:

Assist logistics C/OIC with any delegated tasks

Meet daily with Cadet Officer In Charge, if necessary

Medical Officer In Charge (OIC).

Overview: The cadet medical officer is there to handle all routine medical related actions. If the person is qualified (ex: first responder or EMT), they can perform more serious medical needs. However, the individual will not go beyond their training, and will yield to more qualified people. As a minimum, the person should have a first aid and CPR card.

Objectives: To provide basic, routine medical assistance to the cadets; to provide more serious assistance if qualified. The medical office will keep on file all medical paperwork. ALL encampment personnel will follow health and safety related directives given by the medical office. The OIC will supervise the medical staff (if one exists). Sick call will be staffed and maintained by the medical staff. Also, the OIC is responsible for briefing all personnel of heath risks common to encampments- dehydration, blisters, etc.

Examples of Tasks

Offer daily, reveille to taps medical service for any personnel at the encampment

Provide initial and extra safety briefings to cadet staff, concerning hydration, blisters, etc.

Handle the "blister brigade" of cadets with ill-fitting boots

Keep records of medical activity

Keep handy emergency phone numbers, or know where an EMT is at all times

Develop schedule to man the medical office at all times

Create or use forms for (and give to) flight staff and TAC officers, to report recommended actions (such as no exercise, etc.)

Monitor, train and supervise staff

Meet daily with Cadet Executive Officer

Medical staff members

Assist the OIC in the above tasks and other duties as assigned by the OIC

Meet daily with Cadet Officer In Charge, if necessary

Finance Officer In Charge (FM OIC).

Overview: The finance officer (FM- financial management) maintains, with senior supervision, the funding for the encampment. They set up an Operating and Maintenance budget (O&M) for the staff, based on available funds and need. The FM will keep records of all funds transactions, either with encampment costs or petty cash budgeting.

Objectives: To keep track of the money, budgeting out reimbursements and O&M funds. Also, the finance officer will monitor costs such as supplies, plaques, hats, etc.. The cadet will work closely with the senior finance officer, or if there is none, the senior executive officer when handling the money.

Examples of Tasks

Help balance encampment operating budget

Appropriate funds for CAP orientation flying, if any

Appropriate finds for CAP vans gasoline, maintenance

Ensure chow hall is paid

Verify payment by each cadet

Assist in maintaining petty cash drawer

Reimbursements for various things

Unexpected encampment costs ex: dry erase markers

Appropriate any Operating and Mission (O&M) funds to staff

Budget for PAO

Budget for Logistics

Any other allotments you may deem necessary

Process any budget or funds requests, and coordinate with senior member leadership (whoever is handling the money- the FM, XO or encampment CC)

Monitor, train and supervise staff, if any

Meet daily with Cadet Executive Officer

Finance staff members (if needed):

Assist the OIC in the above tasks and other duties as assigned by the OIC

Mess Operations Officer In Charge (OIC): (Cadet)

Overview: The Mess Operations staff is responsible for providing messing services for the entire encampment through food orders, preparation, serving and cleanup. The Mess OIC also coordinates KP duty. If mess facilities are available on base, a mess operations staff is not required.

Objectives:

Work with senior mentor to prepare food order for encampment

With senior mentor, acquire kitchen materials- serving trays, steam tables, etc.

Keep mess areas and food prep areas in a sanitary condition

Supervise and delegate tasks to operations staff

Ensure adherence to all health standards

Examples of Tasks:

Coordinating with XO to develop KP duty schedule and to-do checklists

Work with financial representative (XO or cadet finance) to get necessary food budget, along with additional expenses

Meet daily with Cadet XO, if required

Flight Operations Officer In Charge (OIC).

Overview: The Flight Operations staff is responsible for all encampment activity surrounding orientation flights in CAP aircraft. If the encampment is not conducting CAP orientation flights, then a Flight Ops staff is not needed.

Objectives:

Ensure that all of the squadrons at the encampment are scheduled, and the pilots are aware

Develop a sortie- by- sortie schedule for each flight/squadron that comes through in a given time period

Complete all necessary orientation flight paperwork (CAPF 77)

Keep master roster of all cadets with what flight(s) was (were) done and when

Conduct a flying or aerospace class while cadets wait for others to fly

Examples of Tasks:

Before orientation flights are scheduled to occur, create plan for the times, number of people and pilot schedule based on resources (available pilots and planes)

After orientation flying is done, complete the CAPF 77 paperwork for each cadet- note: try to have as much completed as possible beforehand

During given time period for a flight/squadron, create a skeleton schedule; Example: Echo flight flies for the first hour, pairs will have 20 minutes each to fly; there will be a mass briefing with E, F, G and H flights for 15 minutes before and after to do CAPF 77

Group or Wing First Sergeant. (addressed as First Sergeant)

Overview. The Group or Wing First Sergeant (Gp/Wg 1st Sgt) is responsible for ensuring that the NCOs of the encampment are familiar with their duties and responsibilities. The First Sergeant reports to the C/CC, representing the interests of the staff cadet NCOs, as a member of the command staff.

Objectives:

Must maintain and reinforce the ideals and performance of the NCO

Monitor the physical fitness program.

Provide feedback to the Wing Commander regarding the effectiveness of the NCO’s of the Wing

Provide feedback and counsel to the Squadron First Sergeants regarding their effectiveness and performance as NCO’s.

Relieve the C/CC of any routine administrative or informational tasks

Facilities manager or coordinator for the entire encampment, working through the Squadron First Sergeants (or flight sergeants if no squadrons)

Performs any additional tasks assigned by superiors

Examples of Tasks:

Monitor the execution of each squadron’s morning PT routine

Reinforce the image and performance of the NCO at all times

Serve as chief judge during encampment volleyball championship, if conducted

Work with squadron 1st Sgt., flight and squadron commanders (or flight staff if no squadrons) to set up laundry schedule

Forward to all squadron/group commanders schedule changes for acknowledgment

Assist in the training of the squadron first sergeants (or flight sergeants if no squadrons)

Coordinate with logistics staff for all facility-related needs, such as paper towels, cleaning supplies, toilet paper, etc.

Ensures entire wing is at all formations on time and in proper alignment

Cadet Group/Squadron Commander.

Overview. The group/squadron Commander (Gp/CC or Sq/CC) is responsible for the coordination, control and direction of the encampment program within their units. This includes academic, physical fitness and general training objectives.

Objectives:

Evaluates the effectiveness of the training within their group/squadron and through guidance and direction of their subordinate staff makes appropriate adjustments

Supervise First Sergeants regarding their effectiveness and performance as NCO’s. (For squadron commanders only.)

Relieve their superior staff of any routine administrative or informational tasks.

Examples of Tasks:

Supervise the execution of the Physical Training Program.

Ensures staff is properly trained- if not, that they’re helped

Takes notes while observing their subordinate units, to provide feedback later on in meetings

Performs any additional duties/projects assigned by superiors

Perform with flawless execution all formation/ceremony duties.

Provide channel of communication through the chain of command with concerns, complaints or feedback

Conduct meetings with subordinate staffs to review schedule, review problems, and motivate

Squadron First Sergeant. (addressed as First Sergeant)

Overview. The Squadron First Sergeant (Sq 1st Sgt) is responsible for ensuring that the noncommissioned officers of the squadron are familiar with their duties and responsibilities. The Sq 1stSgt reports to the Sq/CC and receives advice and instruction from the Group/Wing First Sergeant.

Objectives:

Must maintain and reinforce the ideals and performance of the NCO

The successful implementation of the physical fitness program

Provide feedback to the Sq/CC regarding the effectiveness of the NCO’s in the Squadron

Provide feedback and counsel to the Flight Sergeants regarding their effectiveness and performance as NCO’s.

Relieve the Sq/CC of any routine administrative or informational tasks

Facilities Manager or coordinator for their particular squadron

Performs any additional tasks assigned by superiors

Examples of Tasks:

Personally execute the squadron’s morning PT routine

Reinforce the image and performance of the NCO at all times

Perform with flawless execution all formation/ceremony duties

Forward to all Flt/CC’s schedule changes for acknowledgment

Assist in the training of the Flight Sergeants

Coordinate with logistics staff for all facility related needs, such as paper towels, cleaning supplies, toilet paper, etc.

Ensures squadron is at all formations on time and in proper alignment

Flight Commander (Flt/CC).

Overview. The flight commander is primarily responsible for the implementation of the encampment training. The Flt/CC directly reports to the Sq/CC (or deputy cadet commander if no squadrons.)

Objectives.

Fostering cohesiveness, teamwork, and a unity of purpose within the flight

Ensures the most effective use of flight time and other free time

Familiarize the flight members with all rules and procedures as outlined in all OI’s

Measurable proficiency of all drill movements and procedures

Adherence to all customs and courtesies by the basic cadets and flight sergeant

Examples of Tasks.

Completion of the cadet workbooks in satisfaction of the academic requirements

Monitor progress of in-flight position holders, ensuring they perform their duties correctly, and are counseled when finished with their job

Instruction of the flight on proper reporting procedure

Delegating tasks to the flight sergeant as necessary

Flight Sergeant (Flt Sgt).

Overview. The flight sergeant is directly responsible for the personal implementation of the encampment training program. The Flt Sgt reports to the Flt/CC and receives advice and instruction from the Squadron and Wing First Sergeants.

Objectives.

Implementation of the flight-level academic, physical fitness and training programs

Instruction and reinforcement of the Basic Cadet OI

Satisfaction of the daily training goals and objectives established by the Flt/CC

Examples of Tasks.

Teaching drill movements through proficiency of AFMAN 36-2203

Ensure proper uniform wear of cadets through proficiency of CAPM 39-1

Constant reinforcement of new skills (racks, t-shirts, drill, etc.)

Directly train and supervise the in-flight cadets with positions, ensuring they perform their duties correctly

Provide feedback with the Flight Commander to the cadets in flight

Practice of drill and ceremonies

Enforcement of customs and courtesies ("yes sergeant" and "no sergeant")

Element Leader.

Overview. The element leader is responsible for the supervision of the members of his/her element. He or she reports directly to the Flt Sgt. They are selected from the flight as a permanent position (unless relieved/replaced).

Objectives:

To implement whatever assignments or tasks the Flt Sgt delegates to the Element Leader

To assist the membership of the element towards the accomplishment of the mission

To provide additional assistance and instruction to the members of the element having difficulty

Contribute personally to the motivation, teamwork and esprit de corps within the element

To aid leadership development of cadets with in-flight positions, and to ensure proper continuity between rotations

Examples of Tasks:

Supplement the teaching of element members any necessary skills

Leading songs or jodies while marching to and from location

Providing an internal role model for the younger cadets in the flight

Primary source of motivation from within the flight

Momentarily steps in as acting flight sergeant if the flight sergeant is not available

Flight Standardization Officer (Stando).

Overview. The Flight Standardization Officer, or Stando for short, is responsible for assisting the flight for barracks and uniform inspections. Anyone in the flight may be selected for this position, including element leaders. There is one rotational change of the stando halfway through the encampment. The stando may not have two jobs, unless they are an element leader. Also, the stando may not have another job, except element leader. The Flt/CC should select a more experienced cadet as the stando.

Objectives:

Be the most knowledgeable in and a fast learner of the barracks OI and uniform wear

Assist flight staff with barracks and uniform inspection preparation

Meet with the Stan/Eval team as the flight’s representative

Examples of Tasks:

Coordinating daily with flight staff to get questions or feedback for the Stan/Eval team

Meeting daily with Stan/Eval team at pre-designated time

Assisting with and coordinating barracks preparation for inspection

Providing one-on-one assistance to cadets who are slower in learning the skills

Flight Intelligence Officer (Intel).

Objectives:

Receive newspaper daily from Training staff

Brief flight daily on pre-selected or pertinent current events information

Review with flight members key concepts from previous day’s current events to ensure they are able to answer questions

Examples of Tasks:

Brief the flight on the day’s current events during the Flt/CC’s designated times

Flight Knowledge Officer.

Overview.

Quizzes flight on knowledge in the OI and any extra knowledge as required.

Objectives:

To relieve flight staff of constantly quizzing the flight on knowledge

To assist slower cadets on a one-to-one basis with required knowledge

Examples of Tasks:

When flight is waiting for class, or resting momentarily, quiz the flight members (with permission) on daily knowledge requirements

To memorize required daily knowledge as far ahead of time as possible, in order to be able to teach it to other cadets

Guidon Bearer.

Objectives:

Carries the guidon, observing proper procedures; making sure it is stored correctly and that it is not stolen.

Enforces safe behavior by announcing "[Flight] Guidon through the door" when passing through a doorway.

Always marches in the proper guidon positioning relative to flight.

To learn the drill and ceremonies behind the guidon

To be evaluated on performance as a guidon bearer

Examples of Tasks:

March with guidon during drill cards

Study AFMAN 36-2203 to ensure proper positioning (relative to the flight) and use of the guidon

Senior Staff Position Descriptions. The seniors are the mentors for their cadet counterparts (see Chapter 11). Figure 2.2 is the organization chart.

Figure 2.2

Encampment Commander. The Encampment Commander is responsible for the overall administration, operation, and training program of the encampment. In addition, responsibility for the actions of all CAP personnel attending the encampment and their compliance with both CAP directives and instructions issued by the installation are the encampment commanders’.

Responsibilities:

Selection of senior member staff at least 90 days prior to encampment- all positions should be filled

Being responsible for the actions of all CAP personnel attending the encampment and for their compliance with both CAP directives and instructions issued by the installation

Coordinating administrative and operational matters with appropriate installation authorities prior to, during the operation of, and at the close of the encampment

Supervision of the preparation of the encampment training schedule

Appointing and supervising staff personnel as necessary

Completing encampment reports described in 1-20 the close of the encampment

If, during the encampment, neither a Liaison Officer nor RAC is available, the commander will have direct coordination with the base liaison officer regarding all encampment needs (this responsibility can NOT be delegated below the encampment commander)

Deputy Encampment Commander (DCC). The DCC is the "right hand man" for the encampment commander, aiding them with encampment site preparation, staff decisions, cadet counseling, senior supervision and any additional tasks assigned to them by the commander. The DCC can also assist the COC or XO with any questions they have. The DCC is in command when the CC is not present.

Executive Officer (XO). The executive officer assists the commander in the administration of the encampment. The executive officer relieves the commander of supervisory details and performs duties assigned by the commander.

Responsibilities:

Monitor the senior executive staff, providing tips on how to mentor their respective cadets

Mentor the Cadet Executive Officer

Chief financial officer of the encampment, unless a finance officer is selected, approving all petty cash requests, and maintaining key for safety deposit box

Assist in coordination of executive staff in pre-encampment work

Serve as fill-in mentor for cadet executive departments that do not have mentors

Commandant of Cadets (COC). The Commandant of Cadets implements, controls, and evaluates training activities for cadets. The COC reports directly to the encampment commander.

Responsibilities:

Implementation of the encampment curriculum prescribed by this manual

Selection of all TAC officers

Selection of the deputy cadet commander and cadet executive officer, and approval authority for remaining cadet staff, in consultation with the cadet commander

Coordination with the encampment staff for the preparation of standard operating instructions to accomplish cadet training

Organizing cadet activities not prescribed by this manual

Ensuring training goals and objectives are met and adhered to

Determining, with training staff, if a cadet meets the 80% requirement, if it is in question

Supervising and exercising management control over subordinate staff officers

Safety Officer. The safety officer, appointed by the encampment commander, will be responsible for advising the commander regarding safety practices during all facets of the encampment.

Responsibilities:

A pre-encampment review of plans to assure the program stresses safe practices and will instill an attitude of "safety first" in all participants.

Review schedules of duty performance to ensure that adequate rest is available for all CAP participants.

A pre-encampment survey of encampment area, facilities and equipment to assure such items as:

Availability of adequate first aid equipment.

Ready availability of serviceable fire extinguishers.

Equipment such as ropes, ladders, guide wires, etc., are of such serviceable condition as to not create a hazard.

Electrical equipment and wires do not present fire or shock hazards.

Pot holes, glass or other hazards do not exist in athletic areas.

Unremoveable or unrepairable hazards will be adequately marked or identified to all participants.

The Cadet XO is the cadet safety officer, assisting the senior safety officer in implementing the safety program.

During the encampment, the safety program will include:

Initial briefing on safety

Preliminary instructions and continued supervision in the use of all encampment equipment

Proper supervision of athletic or physical fitness activities, such as ensuring warm-up and stretching exercises are accomplished prior to athletic events

Emphasis on proper supervision of activities that include climbing, fording of streams, or employing cadets in, or near, areas where firearms are being used

A fire drill preferably during the first evening of the encampment

Chaplain, Moral Leadership Officer (MLO) or Visiting Clergy. The chaplain, MLO or visiting clergy have a very important role at encampment. Chaplains should know that two of the 40 hours of encampment instruction must be devoted to moral leadership instruction or seminar. The chaplain is an essential and valuable part of the encampment commander’s staff. However, moral leadership is only a small fraction of what an encampment chaplain does. His/her main job is to keep the commander advised about the morale and overall welfare of the cadets and seniors in attendance. Naturally, to do this well, the chaplain must be active in the overall program. Experienced chaplains will say that the best ministry happens after lights out, when someone quietly seeks out the chaplain to talk about an issue after the hustle of the day is over. The bulk of the "action" for the chaplain will indeed be in the late evening hours, so schedule accordingly—often the chaplain will need to sleep in the morning longer than everyone else. (See CAPP 265-4 for reference.)

Responsibilities:

Offer counseling for any individual who requests it

Provide opportunity for formal worship and daily prayer

Conduct moral leadership seminars

Provide emergency ministrations

Utilize opportunities for inspirational messages

Debrief with other encampment chaplains or MLOs.

Ensure that the chaplain themselves get enough sleep, food and water, as chaplains tend to forget about these things during encampments

Examples of Tasks:

Discuss with encampment staff before the encampment begins the commander’s and chaplains goals and expectations, supplies, chaplain office space and hours

Make courtesy call to the senior installation chaplain to review schedule and facilities and invite them to meet the encampment staff

Discuss with installation chaplain the dates of the encampment, schedule of services, possible use of chapel facilities and major faith group worship opportunities (ex: prayer meetings, etc.)

Be present at as many activities as possible--i.e., formations, meals, tours, etc.

Announce and publicize worship schedule, involving cadets and seniors as much as possible and providing for special religious needs

Possibly provide a daily invocation and benediction at each formation

Conduct moral leadership seminar

Review purpose of leader, recorder and members

Be innovative, creative and imaginative, since most cadets are not religiously committed

Be on call and available for all emergencies, providing coverage in case of an absence

Remind staff that cadets can meet with the chaplain at any time, and that request cannot be denied

Conduct evening devotions (or "rounds")-right before or after lights out each night, as an informal assembly indoors or out, or individually done, and brief in nature (experience shows that after lights out is exceptionally effective)

Write letters of appreciation for those who gave special support after encampment is over

Send an evaluation of chaplain encampment activities to wing or national chaplain within two months of the end of encampment (National Encampment to national chaplain, wing encampment to wing chaplain)

Senior member Admin mentor.

Overview: The senior admin officer is Administration staff member that "gets the ball rolling" by being the initial point of contact for all the pre-encampment paperwork. Coordinate during this time with the Cadet Admin OIC. Upon arrival to the encampment, the Admin senior is then there to assist the Cadet OIC in accomplishing the tasks at hand. The senior offers assistance. Especially for seniors with many years of admin experience, it is crucial to allow the cadet OIC to work their way for training purposes. Offer advice only if asked for or the work has fallen behind substantially.

Objectives:

With Cadet OIC, set up filing system for cadet records

Collect all pre-encampment paperwork and work with cadet OIC to process it

Mentor, monitor and assist the administrative staff, following mentoring concepts outlined in Chapter 11

Offer advice in development of in and out processing plans with C/OIC

Assist in daily tasks, ensuring the cadet staff is on target for completion

Receive and dispatch any mail

Report daily to Senior Executive Officer

Act as "safety net" for admin staff if a critical component is not planned for or accomplished

Senior member Communications mentor. The communications staff is responsible for setting up all encampment related radio and telephone communications. The senior is there to help the cadet procure equipment for the base radio (antenna(s) and the radio itself) and ensure proper and safe handling of all equipment.

Responsibilities:

Mentor, monitor and assist the communications staff, following mentoring concepts outlined in Chapter 11

Act as a safety monitor for the equipment and the people who are around it

Help set up the equipment, ensuring safety

Ensure compliance with CAP regulations regarding radio setup and usage.

Provide safety briefing to all staff concerning the radio antenna, etc. as needed

Report daily to Senior Executive Officer

Senior member Training mentor. Sets up encampment training schedule, maximizing cadet participation in the process, along with handling schedule changes. Assists cadets in teaching classes if needed.

Responsibilities:

Teach cadet training staff to do the scheduling and instruction for whole encampment

Mentor, monitor and assist the training staff, following mentoring concepts outlined in Chapter 11

Develop overall training schedule for encampment

Coordination with command staff to set times such as reveille, lights out

Match instructors to classes

Assist in monitoring progress towards completion of requirements for an encampment

Ensure training staff is busy participating in instruction. Give breaks to those who need one

Coordinate with admin and command staff to determine if the 80% requirement has been met for cadets who are close

Report daily to Senior Executive Officer

Senior member PAO mentor. Assists cadet PAO to learn to perform all the functions of the PA office. Offers mentoring advice when needed.

Responsibilities:

Teach cadet what PAO does and have them able to perform those duties

Mentor, monitor and assist the PAO staff

Provide transportation for photo developing lab, copier place, or stores to the cadet PAO staff

Assist with photography or videography

Assist with proofreading any articles or narratives

Help cadet with visitor greeting and outside press visitations, to ensure proper protocol is followed

Offer advice to OIC if (or when) needed regarding the PAO staff or the OIC

Report daily to Senior Executive Officer

Senior member Logistics mentor.

Responsibilities:

Performs any duties of the logistic staff that cannot be done by cadets, such as going to fill the vans with gas, driving across (or off) base to get supplies

Coordinate with host base supply, if possible, for equipment and perishable supplies

Mentor, monitor and assist the logistics staff

Report daily to Senior Executive Officer

Senior member Medical mentor. Encampment medical officer- should be at least first aid qualified. Helps cadets to conduct encampment medical safety briefings. Should be familiar with chapter 13.

Responsibilities:

Mentor, monitor and assist the staff

Ensure cadets do not perform medical functions beyond their capabilities and qualifications

Offer daily, reveille to taps medical service for any personnel at the encampment.

Handle the "blister brigade" of cadets with ill-fitting boots

Keep records of all medical activity

Keep handy emergency phone numbers, and/or know where an EMT is at all times

Report daily to Senior Executive Officer

Senior member Finance mentor.

Responsibilities:

Mentoring, monitoring and assisting the cadet finance staff

Approving authority for funds

Keep key or combination to petty cash drawer, and personally dispense the cash

Report daily to Senior Executive Officer

Senior member Flight Ops mentor.

Responsibilities:

Mentoring, monitoring and assisting the cadet flight operations officer or staff

Introduce cadet to procedures of the flight operations officer during an ES mission

Should be the senior ranking pilot conducting the orientation flights

Senior member Mess Ops mentor.

Responsibilities:

Mentoring, monitoring and assisting the cadet kitchen operations staff

Aid staff in preparation of encampment food order

Ensure proper storage facilities will exist in encampment site

Acquire as much non-perishable food (i.e. canned) as possible, to reduce health risks due to spoilage

Coordinate with Senior XO or Encampment Commander to acquire cooks, or volunteers for cooking (Ex: military reservists)

Provide initial and final signing authority for borrowed kitchen equipment, ensuring it is returned in the same condition and location as was taken

Assist cadet staff in setting up KP duty plan

Assist cadet staff in final clean-up

Report daily to the Senior XO

Chief Tactical Officer. The COC will select an individual with extensive TAC officer experience to supervise the tactical staff. His duties include training and evaluating TAC officers and assistant tactical officers. The Chief TAC officer is responsible for orienting individuals selected as assistant TACs (or TAC officers) that are new to encampments. The Chief TAC may be delegated the task of conducting the daily TAC officers meeting.

Senior Tactical Officer. The COC will select an experienced TAC officer as a Senior TAC Officer and assigned to a squadron. Squadron level encampments will not have a Senior TAC Officer. The Senior TAC Officer provides guidance and assistance to the squadron commander and first sergeant. He serves as a communication channel between the Chief TAC or COC and the TAC officers in that squadron. He also substitutes for those flight TACs that need a break.

Tactical Officer (TAC). The Tactical Officer is the senior member mentor for each flight. The COC selects TAC officers with the encampment commander's approval. TAC officers report to the COC at the encampment or Senior/Chief TAC officer(s). The TAC Officer or Assistant TAC Officer shall always accompany the flight.

Responsibilities:

Safety, health and well-being of the cadets

Training, guidance and assistance to the flight staff

Ensuring that the encampment training program is progressing in a satisfactory manner

Training and evaluating assistant tactical officers

Assistant Tactical Officer. An assistant tactical officer is a senior member mentor assigned to a flight. As with the tactical officers, the COC selects assistant tactical officers from qualified applicants, with the approval of the encampment commander. The assistant TAC is responsible to the flight TAC. Assistant TAC officers are important in lightening the load and lessening fatigue for both parties.

Responsibilities:

Safety, health and well-being of the cadets

Training, guidance and assistance to the flight staff

Ensuring that the encampment training program is progressing in a satisfactory manner

Recommended Manpower.

This section outlines the recommended minimum staffing for each level of encampment. As a reminder, a squadron level encampment has five (5) non-staff flights or less, a group level encampment has six (6) to fifteen (15) flights, and a wing level encampment has sixteen (16) or more flights with four or more squadrons. Each squadron will have three or four flights. A flight is composed of 12-18 cadets. All encampments should have, as a minimum:

For seniors: a CC, DCC, XO, Admin, Safety, Logistics, PAO, COC, Training, Chaplain, at least one TAC per two flights (including a female TAC) and a Medical Officer (CAP member or military).

For cadets: a CC, DCC, XO, 1st Sgt, Admin (2), PAO, Stan/Eval, Logistics, Training (2) (or military/outside instructors), and a Flt/CC and Flt Sgt per flight are required.

People may hold two jobs, like 1st Sgt and Logistics, if staffing is short; however, this is not recommended. Try to maximize everyone’s learning. Beyond the minimum, the following sections have the suggested manning, in numbers. Senior executive staff should have at most six cadets per senior on a particular staff (i.e. if there is 7 Admin cadets, 2 seniors are recommended). It is recommended that there be one TAC officer for each flight. For Mess and Flight Ops or FM, fill the slots if the positions are needed.

Squadron-level encampments. For encampments with two flights, the minimum manning outlined above is recommended. For three to five flights, these numbers should used as a minimum:

PAO

2

Admin

3

SET

2

LG

1

Comm

3

TNG

3

Mess Ops

3

Flt Ops

1

FM

1

Group-level. A group 1st Sgt may be used in lieu of squadron 1st Sgts, if a capable applicant is found, so only one person is conducting morning PT. Larger group encampments (10-15 flights) should use squadron 1st Sgts. Also, a chief TAC officer will be selected to supervise the flight TACs. Senior TACs are not necessary, but may be used.

PAO

3

Admin

4

SET

3

LG

2

Comm

3

TNG

4

Mess Ops

4

Flt Ops

1

FM

1

c. Wing-level. A Wing 1st Sgt will be assigned, along with Squadron 1st Sgts. Separate Senior TACs for each squadron are recommended. For remaining staff:

PAO

4

Admin

12

SET

9

LG

6

Comm

3

TNG

4

Mess Ops

11

Flt Ops

2

FM

1

Formula. To enumerate the general amount of cadet staff needed, there should be approximately one cadet staff member for every four cadets in a flight (a 4:1 cadet-to-staff ratio- cadet staff is at least 20% of the total cadet attendance). There should also be at least a 10:1 cadet-to-senior (or fewer, i.e. 8:1) ratio. The table below represents ballpark proportions of the entire cadet total, including in-flight cadets, to calculate specifically how many of each staff is needed (multiply proportions by 100 to get the percentage of the cadet population). To calculate, take the number of available cadet staff and in-flight slots for the encampment, and multiply by the values below. Round the results up if you get .5 or more (i.e. 4.53->5) Example: an encampment has space available for 200 cadets and however many seniors (at least 10:1 = 20 seniors or more). To calculate the approximate number of admin cadets needed, take .024 X 200 cadet slots = 4.8, which rounds up to five. These numbers are only suggested sizes. Encampment staffs may use different numbers if people are needed elsewhere, or are not available. Finance (FM) and Communication staffs are independent of encampment size- one or two FM’s and three or four Comm cadets are enough.

PAO

.013

Admin

.024

SET

.016

LG

.011

Comm

--

TNG

.020

Mess Ops

.022

Flt Ops

1 or 2

FM

--

Return to Table of Contents

PAO	.013	Admin	.024	SET	.016
LG	.011	Comm	--	TNG	.020
Mess Ops	.022	Flt Ops	1 or 2	FM	--