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Officer Education

Primary developmental education for Captains and their Department of the Air Force civilians. They are exposed to educational and experiential opportunities that challenge them to become more effective leaders for our Air Force.
ACSC is the Air Force's intermediate level officer PME. Each year it has over 600 majors and major-equivalent civilians from the Air Force, other U.S. services, U.S. government agencies, and over 70 other nations.
Air Force's senior PME school for officers. Each year over 250 colonels and lieutenant colonels attend - from the Air Force and other U.S. military services, equivalent grade civilians from U.S. government agencies, as well as from 45 other nations.
International Officer School is the lead-up course to prepare all international officers for attending Air War College, Air Command and Staff College and Squadron Officer School. This allows international officers to be able to hit the ground running when integrated into the academic culture with the US officers in individual schools.
SAASS creates warrior-scholars who have a superior ability to solve complex problems; think critically; develop strategy and policy; and develop, evaluate, and employ airpower as a component of military force in support of national objectives.
The eSchool brings the distance education programs of the Air War College, Air Command and Staff College, and Squadron Officer College together into a cohesive framework delivering the right education to the right person at the right time.
LeMay Center where Air Force doctrine is developed, advocated in exercises and wargames, represented in Joint and Multinational doctrine, and deployed to Airmen through a multifaceted outreach program.
The Air Force Institute of Technology, or AFIT, is the Air Force's graduate school of engineering and management as well as its institution for technical professional continuing education.
The Air Force Cyber College integrates existing Air University cyber research capabilities, including those at AFIT, to educate Airmen and produce scholarly research to inform decision leaders.
The Air Force Center for Strategy and Technology (CSAT) engages in long-term strategic thinking about technology and its implications for U.S. national security. The Center focuses on education, research, and publications that support the integration of technology into national strategy and policy.

Enlisted Education

The Thomas N. Barnes Center for Enlisted Education discharges Air University's responsibility for the education of enlisted leaders throughout the Air Force.
The Community College of the Air Force is a federally-chartered degree-granting institution that serves the United States Air Force's enlisted total force.
Airman Leadership School (ALS) is the first level of the Enlisted Professional Military Education continuum and prepares senior Airmen to be professional, war-fighting Airmen who can supervise and lead Air Force work teams.
The Noncommissioned Officer Academy (NCOA) is the second level of enlisted PME and prepares technical sergeants to be professional, war-fighting Airmen who can manage and lead Air Force units in the employment of airpower.
The Air Force Senior Noncommissioned Officer Academy (AFSNCOA) is the third level of enlisted PME. AFSNCOA prepares senior NCOs to lead the enlisted force in the employment of airpower in support of US national security objectives.
The capstone and pinnacle level of Enlisted Professional Military Education, the Chief Master Sergeant Leadership Course provides Chief Master Sergeants the education to bridge operational-to-strategic perspectives of the Air Force.
The Enlisted Professional Military Education Instructor Course (EPMEIC) teaches methodologies that are very specific to EPME and is considered the “gateway” for an EPME instructor.
The USAF First Sergeant Academy mission is to develop, through education and training, selected senior noncommissioned officers to serve as advisors to commanders on issues that impact our Airmen in successfully accomplishing the Air Force mission.
AFEHRI’s mission is to educate and motivate visitors by researching, preserving, and showcasing to the world our Air Force enlisted history, heritage, and their resulting contributions to air power.

Officer Accessions and Citizen Development

Holm Center provides coordinated leadership and policy direction for the Air Force's officer recruiting, training, and commissioning programs.
Our primary mission at OTS is to produce leaders of moral character in an environment of mutual respect and dignity. When you graduate from OTS you will leave Maxwell Air Force Base equipped with the right tools and the knowledge necessary to be an effective and professional leader in our Air Force.
The Air Force is seeking talented and motivated high school and college students with solid character and demonstrated leadership potential.
The mission of AFJROTC is to "Develop citizens of character dedicated to serving their nation and community." AFJROTC is not an USAF accessions program and cadets are never under any obligation to join the military.

Professional Development

The Eaker Center supports the Air Force mission by providing functionally-aligned technical training and professional continuing education to Air Force and other Department of Defense (DoD) personnel, as well as offers civilian undergraduate education.
Prepare Wing / Vice Wing Commanders and Spouses, Group Commanders, Senior Materiel Leaders, and Emergency Operations Center Directors for their respective duties via tailored courses to better execute the mission, lead Airmen, manage resources, and improve their units.
The Defense Financial Management & Comptroller School (DFM&CS) mission is to provide world class Financial Management education for DoD personnel by delivering advanced course work in a joint learning environment.
The Force Support Professional Development School (FSPDS) has a dual mission to provide functional Professional Continuing Education (PCE) for Force Support officer, civilian and enlisted community along with leadership, supervisory and managerial development for all Air Force appropriated fund civilian employees.
The AFCCC educates and trains Chaplain Corps personnel to provide spiritual care and advise leadership so Airmen and their families have opportunities to the free exercise of their religion and are spiritually fit to fly, fight and win.

Air University Press Latest Publications

Our summer edition focuses on the challenges that threaten our Western Hemisphere and the efforts of the System of Cooperation Among the American Air Forces (SICOFAA) to counteract them via its new operational approach, as adopted by the Conference of Chiefs of American Air Forces (CONJEFAMER).
Senior leader perspective: AFSPC/CV views on the role of the space domain for national defense. Features: Revolutionary changes influencing the space cadre’s production of military space professionals, developing officers for senior leadership, and ICBMs in future nuclear forces. Views: Auxiliary forces and strategic foresight methods. More: Schriever Essays and book reviews.
In this issue: the National Defense Strategy, the Nuclear Posture Review, and the President’s military continuity. Plus these HOT TOPICS: Cyber Attribution, Geoengineering, and Space Arms Control.
Edited and compiled by Grant T. Hammond, this is the first book published on John R. Boyd’s famous same-titled briefing. A maverick fighter pilot devoted to the Air Force, Boyd challenged orthodoxy including fighter tactics and how wars were to be fought. Although inspiring radically different opinions, his ideas have influenced militaries, business, politics, and education globally.
This newly developed Air University text focuses on the Full-Range Leadership Model (FRLM) and its application in team leadership. Leaders applying the FRLM approach can see immediate, tangible results. Leveraging the components of transformational leadership has been proven to result in the most effective style of leadership.
This paper explores the ethics education programs at the service war colleges based on three fundamental questions: 1) What are the desired outcomes of ethics education? 2) How should curriculum be structured to achieve those outcomes? 3) What is the correct faculty composition to develop and employ that curriculum?
An examination of the requirements for innovation along with recent neuroscience and organizational psychology research provides valuable insight into countering a culture of groupthink. Recommendations include recruiting creative personalities, training in divergent thinking, and promoting innovative leaders.
Relying largely on oral history interviews, this work explores the evolution and contributions of the Battlefield Airmen assigned to Air Force Special Operations Command (AFSOC) special tactics units over 50 years. “Their story deserves telling within the US Air Force and to the general public.”
Jaren unlocks the “magic” of effective bullet writing through proven techniques. Following them guarantees immediate improvement for anyone who has struggled with formulating statements for recognition packages and appraisals. The author emphasizes that the “struggle to write comes to an end!” Skillful writing doesn’t have to be difficult.
Historical and present-day interviews of the first 17 Chief Master Sergeants of the Air Force provide a snapshot of this select group. In their own words, they each reveal a unique perspective about their lives and times and ultimately of the history of the USAF.
Lt Gen Darryl Roberson, former AETC commander, and Dr. Matthew Stafford, AU VP for academic affairs, discuss the USAF’s new force-development paradigm that better prepares Airmen and cultivates a culture of lifelong learning. Because “this new approach will eventually affect every aspect of force development, . . . it is important that all Airmen understand what we are doing and why we are doing it.”
A handful of USAF advisors deployed to help the Iraqis reconstitute their air force in January 2004. Cully presents the essentials of that complex sequence of events. This is a story about the ingenuity, flexibility, and perseverance of the USAF Airman-advisors who deployed to Iraq and the Iraqi patriots they trained.
Sawtelle provides opportunities to reflect on leadership in an uncommon context. The personal and cultural blind spots of trust, risk, investment of time, ownership, technology dependence, and personal adaptability are examined. These elements can serve as catalysts for consideration and dialogue to aid in the evolution of modern leadership culture.

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