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OFFICE OF THE UNDER SECRETARY

DEPARTMENT OF THE AIR FORCE WASHINGTON, DC

AFI38-402_AFGM2020-01

7 February 2020 MEMORANDUM FOR DISTRIBUTION C

MAJCOMs/FOAs/DRUs

FROM: SAF/MG 1790 Air Force Pentagon Washington, DC 20330-1790

SUBJECT: Air Force Guidance Memorandum to Air Force Instruction 38-402, Airmen Powered by Innovation and Suggestion Program

By Order of the Secretary of the Air Force, this Air Force Guidance Memorandum

immediately changes Air Force Instruction 38-402, Airmen Powered by Innovation and Suggestion Program. Compliance with this memorandum is mandatory. To the extent its directions are inconsistent with other Air Force publications, the information herein prevails, in accordance with AFI 33-360, Publications and Forms Management.

This memorandum supports the overarching guidance or policy which drove this change.

It updates Chapter 2 with new roles and responsibilities of the Airmen Powered by Innovation (API) Cell, Innovation Consultants and local commanders known as Decision Makers. It prescribes new procedures for submitting and processing ideas in Chapter 3 and replaces Figure 3.1. It also changes the level of idea approval authority in paragraph 2.6 and changes from monetary reward to professional development opportunities for submitters outlined in Chapter 4. And lastly, it deletes the ANG (title 32) suggestion program requirement in Chapter 5 as well as Attachment 2.

This Memorandum becomes void after one year has elapsed from the date of this Memorandum, or upon incorporation by interim change to, or rewrite of Air Force Instruction 38-402, Airmen Powered by Innovation and Suggestion Program, whichever is earlier.

RICHARD W. LOMBARDI, SES Deputy Under Secretary of the Air Force, Management and Deputy Chief Management Officer

Attachment: Guidance Changes

AFI38-402_AFGM2020-01 Attachment 1

Guidance Changes

*References to Deputy Under Secretary of the Air Force, Management; Management Improvement Directorate (SAF/MGM) changed to Deputy Under Secretary of the Air Force, Management; Business Capabilities Directorate (SAF/MGB).

*References to Principal Decision Maker changed to Decision Maker.

*References to Airmen Powered by Innovation Cell. *2.5.4. Changed to read. Determines the appropriate local Process Manager (PM) to notify and connect with ideator to prepare an innovation pitch or business case for the local decision maker (see para 2.6), to accomplish a decision brief and determine status of submissions.

*2.5.5. Changed to read. Informs the local PM of new submissions requiring their review.

*2.5.6. Changed to read. Tracks each submission through the processes outlined in Figure 3.1. *2.5.7. Changed to read. Notifies SAF/MG and appropriate Master Process Officer (MPO) of submission that the Decision Maker identifies for possible replication throughout the Air Force.

*2.5.8. Changed to read. Monitors process performance by tracking all ideas submitted.

*2.5.9. Changed to read. Manages process flow by directing attention for action on any idea not showing progress after 30 calendar days.

*2.5.10. Changed to read. Maintains all ideas submitted to Airmen Powered by Innovation and provides notifications concerning status updates.

*2.5.11. Deleted. *2.6. Changed to read. Decision Maker. A Decision Maker is the lowest-level commander with the authority to approve the way forward for the idea. A Decision Maker reviews idea submissions presented by submitters and makes one of the following choices:

*2.6.1. Changed to read. Continue to refine idea locally. This means the idea is not yet ready for decision but has potential. The submitter and PM work together based on Decision Maker input.

*2.6.2. Changed to read. Beta test and or implement locally only. Do not send for Higher Headquarters evaluation or replication. If implemented successfully and proven locally, forwarding for Higher Headquarters evaluation or replication is encouraged.

*2.6.3. Changed to read. Implement locally and forward for Higher Headquarters evaluation or replication.

*2.6.4. Changed to read. Do not implement locally at this time but forward for Higher Headquarters evaluation or replication.

*2.6.5. Changed to read. Do not implement, archive the idea.


Guidance Changes

*2.6.7. Deleted

*2.7.1. Changed to read. Submits ideas that improve operations or processes, provide cost savings, and improve morale to Airmen Powered by Innovation (https://usaf.ideascalegov.com).

*2.7.2. Changed to read. Connects with Innovation Consultant when seeking assistance from local leadership, subject matter experts, financial management analysts, or legal counsel to develop a sound, clear, concise, and supported idea presentation.

*2.7.4. Changed to read. As requested by Innovation Consultant, Decision Maker or others, provides additional information to develop, refine and improve the quality of idea submission.

*2.7.5. Changed to read. Teams with Innovation Consultant to develop a persuasive presentation to the appropriate Decision Maker at the soonest opportunity.

*2.7.6. Changed to read. As required, lead, facilitate or assist in beta testing, trialing and or implementing their idea as directed by the Decision Maker.

*Added. 2.7.7. Reports test results to Decision Maker and makes recommendations for implementation, changes in course of action, or potential replication across wings, MAJCOMS or functional communities.

*Added 2.8 Innovation Consultant (Process Manager (PM), Master Process Owner (MPO), Spark Cell leaders):

*Added. 2.8.1. Mentors Airmen through the ideation process outlined in Figure 3.1.

* Added. 2.8.2. Connects submitters to the appropriate SMEs, OPRs, or other required resources to develop problem or opportunity statements, break the problem down and clearly define the problem. Assists as needed in gathering pertinent data, setting Specific, Measurable, Achievable, Relevant and Timely (SMART) goals. Mentors in discovering true root causes and in developing and evaluating countermeasures. Together, these tactics are the first five steps of the eight step Practical Problem Solving Model (PPSM) outlined in AFI 38-401 and constitute making the business case for submitter’s ideas.

* Added. 2.8.3. Helps submitter evaluate idea objectively and determine the best course of action once research is performed and data is gathered.

* Added. 2.8.4. Coaches submitters through presentation practice and evaluation.

* Added. 2.8.5. Provides just-in-time training to the Decision Maker to understand the decisions to be made. * Added. 2.8.6. Ensures decision is updated in the ideation platform.

* Added. 2.8.7. Coordinates with other PMs, MPOs, Spark Cells as necessary.

* Added. 2.8.8. Informs HHQ MPOs of ideas that could potentially impact other


Guidance Changes

* organizations, MAJCOMS or Functional Communities.

* Added. 2.8.9. Assists with implementation as needed.

* Added. 2.8.10. Assists with further test and implementation projects as needed when effort

is scaled up to a higher level such as from squadron to wing, wing to MAJCOM, etc.

* Added. 2.8.11. Shares lessons learned with improvement and innovation community.

* Added. 2.8.12. Makes recommendations for replication to Decision Makers. *3.1. Changed to read. Change Management. All submissions to the Airmen Powered by Innovation program through the new innovation platform (usaf.ideascalegov.com) may be recognized in accordance with the updated award policy outlined in Chapter 4.

*3.2. Changed to read. Description. The Airmen Powered by Innovation process is comprised of 8 stages: Submission, Initial Review, Refine Your Idea, Make Your Pitch, Prototype, Implemented, Scale, and Archive. See figure 3.1.

*3.3-3.5 and all sub-paragraphs changed to read.

*3.2.1. Stage 1: Submission – Airmen answer questions and can attach documents to submit their idea.

*3.2.2. Stage 2: Initial Review – The API Cell reviews the idea to determine if it is an original idea with a proposed solution to a problem. The API Cell also determines which innovation consultants (if required) are referred to the idea. If the submission does not meet the minimum criteria, it will be archived. If the submission meets the minimum criteria, but requires further development it will move to the refine stage.

*3.2.3. Stage 3: Refine Your Idea – The API Cell will connect Submitters and Innovation Consultants through IdeaScale to develop the idea through step 5 of PPSM. Innovation Consultants should help develop and refine the problem or opportunity statement, ensure there is supporting data, clearly defined SMART goals, distinct root causes, and strong countermeasures. This is the most challenging and critical stage of creating a successful innovation. Many times ideas are not fully developed and often are outside the scope of responsibility of the submitter. Innovation consultants will need to facilitate connections to Subject Matter Experts (SME). (T-1) Submitters and innovation consultants should evaluate the results of their research and determine if the ideas should move to the next stage, if goals need to be realigned, or if the idea should be archived.

*3.2.4. Stage 4: Make Your Pitch: The submitter, with the help of one or more innovation consultants, develops a pitch. Presentation structure, clear definition and articulation of the problem and solution, and passion are all key parts of a good pitch. Submitters should bring enthusiasm and passion to drive the project and energize the pitch. Supervisors, First Sergeants and Superintendents should help the submitter prepare their presentation as each commander has different preferences. Learn what the local decision maker needs in order to make a decision and focus on those issues. Submitters should present their idea to the commander. Consultants are encouraged to be present and support the submitter.


Guidance Changes

*3.2.5. Stage 5: Prototype: Ideas in this stage have been selected to test. As required, innovation consultants should help project leads develop an implementation plan, a minimum viable product (MVP) and help connect the submitter to resources that can help test. During testing, commanders should work with submitter to determine if the idea is applicable to other wings, MAJCOMs or functional communities.

*3.2.6. Stage 6: Implemented: Ideas in this stage have been successfully implemented. Results are recorded and standard work is developed to ensure the new process or product is formalized.

*3.2.7. Stage 7: Scale: Ideas in this stage have the potential to be replicated to impact other wings, MAJCOMs or functional communities. Commander support is vital in this stage. If necessary, a submitter will need to be connected with the correct programing offices, and will need to depend on the subject matter experts to see their idea implemented at the appropriate level.

*3.2.8. Stage 8: Archive: Ideas in this stage have been archived and no action is being taken. During any stage of the ideation process a submitter may decide the idea is not feasible or the return on investment is not worth further pursuit. Commanders may decide to archive the idea during the pitch and should explain why using the disposition form. The archive will be maintained so other innovators can review lessons learned from other ideas.

*Updated Figure 3.1. Figure 3.1. Airmen Powered by Innovation Process Flow Chart.

*Chapter 4. Changed to read. Submitter Recognition

*4.1. Changed to read. Recognition. SAF/MG may recognize Airmen with professional development opportunities for those submissions that move beyond Stage 4 and into Stages 5,


Guidance Changes

6, or 7. Professional development opportunities put Airmen with leading companies and academia geared at improving innovation skills by using cutting edge tools and techniques.

* Added. 4.1.1. In the case of group submissions addressed in paragraph 2.7.6, up to five eligible members of the submitting group will be afforded the development opportunity. Decision Makers approving the idea into the Prototyping Stage should identify those most responsible for originating and developing the submission.

* Added. 4.1.2. Decision Makers have the option to recognize Airmen with non-monetary awards in accordance with local policy.

*4.2. Changed to read. Responsibilities in the Recognition Process.

* Added. 4.2.1. Airmen Powered by Innovation Cell: * Added. 4.2.1.1. Informs submitter of professional development opportunities. * Added. 4.2.1.2. Submitter reviews professional development opportunities and coordinates dates with their leadership. * Added. 4.2.1.3. Submitter informs API Cell of professional development opportunity selection and provides information as required by the API Cell. * Added. 4.2.1.4. API Cell forwards information to SAF/MGB. * Added. 4.2.2. SAF/MGB: * Added. 4.2.2.1. Establishes and publishes a list of approved professional development opportunities. * Added. 4.2.2.2. Approves requests and reserves professional development opportunity for submitter. * Added. 4.2.2.3. If necessary, captures information required to procure training through SAF/AAR's training procurement process (e.g., Standard Form 182, Request, Authorization, Agreement and Certification for Training Form). * Added. 4.2.2.4. Coordinates travel with submitter and accomplishes actions necessary to cross-org travelers in the Defense Travel System to use the Airmen Powered by Innovation fund cite. * Added. 4.2.2.5. Maintains historical audit register for payment auditability. * Added. 4.2.3. Secretary of the Air Force, Administrative Assistant, Resources Directorate (SAF/AAR) will: * Added. 4.2.3.1. Process training requests for military and civilians (SF-182) with appropriate lines of accounting to the Airmen Powered by Innovation program element. (T-1) * Added. 4.2.3.2. Establishes and monitors Miscellaneous Obligation Reimbursement Documents in the accounting system to ensure funds are available to cover payments. (T-1)


Guidance Changes

* Added. 4.2.3.3. Provides guidance and financial management support to SAF/MGB. (T-1) *4.4. Deleted.

*4.5. Deleted. *Chapter 5. Deleted. *Attachment 2. Deleted.

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 38-402

9 FEBRUARY 2018

Manpower and Organization

AIRMEN POWERED BY INNOVATION

AND SUGGESTION PROGRAM

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and forms are available on the e-Publishing web site at

www.e-Publishing.af.mil for downloading or ordering.

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: SAF/MGM

Supersedes: AFI 38-402, 5 February 2014

Certified by: SAF/MGM

(Col Louise Shumate)

Pages: 18

This publication implements Air Force Policy Directive 38-4, The Innovative Development

through Employee Awareness Program. It provides guidance and procedures on the Airmen

Powered by Innovation and Air National Guard Suggestion programs throughout the Air Force

(AF). It applies to Airmen at all levels including Air Force Reserve and Air National Guard

(ANG) members, except where noted otherwise. This publication may be supplemented at any

level, but all supplements must be routed to the Office of Primary Responsibility (OPR) listed

above for coordination prior to certification and approval. Refer recommended changes and

questions about this publication to the OPR listed above using the AF Form 847,

Recommendation for Change of Publication; route AF Forms 847 from the field through the

appropriate chain of command. The authorities to waive wing/unit level requirements in this

publication are identified with a Tier (“T-0, T-1, T-2, T-3”) number following the compliance

statement. See AFI 33-360, Publications and Forms Management, Table 1.1 for a description of

the authorities associated with the Tier numbers. Submit requests for waivers through the chain

of command to the appropriate Tier waiver approval authority, or alternately, to the Publication

OPR for non-tiered compliance items. Ensure that all records created as a result of processes

prescribed in this publication are maintained in accordance with Air Force Manual (AFMAN)

33-363, Management of Records, and disposed of in accordance with the Air Force Records

Disposition Schedule (RDS) in the Air Force Records Information Management System

(AFRIMS). The use of the name or mark of any specific manufacturer, commercial product,

commodity, or service in this publication does not imply endorsement by the Air Force.

This Instruction requires the collection and or maintenance of information protected by the

Privacy Act of 1974 authorized by Section 1124 of Title 10 United States Code, Cash Awards

http://www.e-publishing.af.mil/

2 AFI38-402 9 FEBRUARY 2018

for disclosures, suggestions, inventions, and scientific achievements, July 6, 2014. The

applicable system of records notice, F065 AF FMP Financial Management Workflow is available

at http://dpcld.defense.gov/Privacy/SORNsIndex/DOD-Component-Notices/Air-Force-

Article-List/.

SUMMARY OF CHANGES

This document is a total revision of Air Force Instruction 38-402, Airmen Powered by

Innovation, dated 5 February 2014, and must be reviewed in its entirety. This Air Force

Instruction prescribes new procedures for processing ideas at and below the MAJCOM level,

changes the provisions on authorized award amounts, amends procedures on providing feedback

to submitters, and incorporates the Air National Guard (Title 32) Suggestion Program. Upon

publication, this instruction supersedes and cancels ANGI 38-401, ANG Suggestion Program.

Chapter 1— PURPOSE 4

1.1. Purpose. ................................................................................................................. 4

1.2. Program Description. ............................................................................................ 4

1.3. Air National Guard. ................................................................................................ 4

Chapter 2— AUTHORITIES, ROLES, AND RESPONSIBILITIES 5

2.1. Under Secretary of the Air Force, Management (SAF/MG)................................... 5

2.2. Secretary of the Air Force, Administrative Assistant (SAF/AA); Resources

Directorate executes the award payment process as outlined in paragraph 4.5. ..... 5

2.3. Deputy Under Secretary of the Air Force, Management; Management

Improvement Directorate (SAF/MGM). .................................................................. 5

2.4. Air Force Manpower Analysis Agency (AFMAA). ............................................. 6

2.5. Airmen Powered by Innovation Cell. ................................................................... 6

2.6. Principal Decision Maker. ................................................................................... 6

2.7. Submitter (any Airman who submits an idea). ....................................................... 7

Chapter 3— AIRMEN POWERED BY INNOVATION SUBMISSION PROCESS 8

3.1. Change Management. ........................................................................................... 8

3.2. Description. ........................................................................................................... 8

3.3. Initial Review. ........................................................................................................ 8

3.4. Evaluation. .............................................................................................................. 9

3.5. Implementation. .................................................................................................... 10

http://dpcld.defense.gov/Privacy/SORNsIndex/DOD-Component-Notices/Air-Force-Article-List/

http://dpcld.defense.gov/Privacy/SORNsIndex/DOD-Component-Notices/Air-Force-Article-List/

AFI38-402 9 FEBRUARY 2018 3

Figure 3. 1: Airmen Powered by Innovation Process Flow. .................................................. 10

Chapter 4— MONETARY AWARDS AND PAYMENT PROCESS 11

4.1. Awards. ................................................................................................................. 11

4.2. Approved Submissions. ........................................................................................ 11

4.3. Submissions are Not Eligible for Awards if: .......................................................... 11

4.4. Processing Awards. Monetary awards are centrally funded and managed by the

SAF/MGM. .............................................................................................................. 11

4.5. Responsibilities of Monetary Award Payment Process. ......................................... 11

Chapter 5— AIR NATIONAL GUARD (TITLE 32) SUGGESTION PROGRAM 13

5.1. Purpose.................................................................................................................... 13

5.2. Responsibilities: ...................................................................................................... 13

5.3. Determining Eligibility and Submitting Air National Guard Suggestions. ............ 14

5.4. Retaining Ownership Rights. ................................................................................ 14

5.5. Evaluating Air National Guard Suggestions: .......................................................... 14

5.6. Processing Time. ................................................................................................... 14

5.7. Determining Job Responsibility. ........................................................................... 15

5.8. Awards. ................................................................................................................... 15

Attachment 1— GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 17

Attachment 2— LEGACY AWARD PAYMENT SCALE 18


Chapter 1

PURPOSE

1.1. Purpose. This publication formalizes and provides guidance for the Airmen Powered by

Innovation program. Specifically, it outlines procedures for submitting, evaluating and

implementing ideas, providing feedback for ideas. Finally, it details the award process for

submissions.

1.2. Program Description. The Airmen Powered by Innovation program is the Air Force

enterprise-wide innovation program that solicits suggestions/ideas from Airmen which contribute

to the efficiency, economy, or other improvement of operations or programs related to the armed

forces. The program connects Airmen to Principal Decision Makers (see para 2.6) in the Air

Force and provides monetary awards for approved ideas. Airmen Powered by Innovation

program combines three legacy improvement programs: Innovative Development through

Employee Awareness, Productivity Enhancing Capital Investment, and Best Practices. The

success of money and time-saving innovations are critical to the Air Force’s ability to operate in

this fiscally constrained environment. Airmen Powered by Innovation is the foundation for

empowering Airmen to “Make Every Dollar Count” and is intended to be an engine for

innovation across the Air Force.

1.3. Air National Guard. Air National Guard military members in a Title 32 status and

National Guard technicians employed under Title 32, United States Code, section 709 are

eligible to submit suggestions pursuant to the procedures detailed in Chapter 5 of this instruction.

They are only eligible to receive awards for suggestions submitted in the Airmen Powered by

Innovation process if the suggestion impacts the Total Force.


Chapter 2

AUTHORITIES, ROLES, AND RESPONSIBILITIES

2.1. Under Secretary of the Air Force, Management (SAF/MG).

2.1.1. Oversees the Airmen Powered by Innovation Program.

2.1.2. Acts as the final decision authority for inquiries and payments related to the Airmen

Powered by Innovation Program.

2.1.3. Plans and programs for financial support of the program’s supporting data system.

2.1.4. Approves guidance and proposed supplements for the Airmen Powered by Innovation

Program.

2.2. Secretary of the Air Force, Administrative Assistant (SAF/AA). Resources Directorate

executes the award payment process as outlined in paragraph 4.5.

2.3. Deputy Under Secretary of the Air Force, Management; Management Improvement

Directorate (SAF/MGM).

2.3.1. Manages and executes processing of awards for approved ideas.

2.3.2. Establishes Airmen Powered by Innovation submission process.

2.3.3. Oversees the performance of the Airmen Powered by Innovation Cell through daily

Operational Control.

2.3.4. Monitors program performance and elevates issues to SAF/MG.

2.3.5. Manages budget for program execution and innovation initiatives.

2.3.6. Manages strategic communication and key messaging of Airmen Powered by

Innovation within the United States Air Force.

2.3.7. Markets the Airmen Powered by Innovation Program.

2.3.7.1. Purchases promotional items that will contribute materially to increasing Airmen

participation in the program. The promotional items purchased must be of low cost and

have little or no intrinsic value (e.g. pens, mouse pads, lanyards). The promotional items

must also contain or display contact information (i.e. website address, telephone

number(s)) providing Airmen with the means to learn about and/or participate in the

program.

2.3.7.2. Ensures such promotional items are distributed at events intended to inform

Airmen about the program.

2.3.7.3. Uses the official Airmen Powered by Innovation logo.

2.3.7.4. Publicizes contributions and program accomplishments through promotional

videos, articles and web-based applications.

2.3.8. Develops and reports metrics on the program pursuant to SAF/MG direction.


2.3.9. Air National Guard members should consult with National Guard Bureau, Manpower,

Personnel and Services Directorate; Manpower, Organization and Resources regarding

submissions impacting the Total Force.

2.4. Air Force Manpower Analysis Agency (AFMAA). Supports program execution through

Administration Control of the Airmen Powered by Innovation Cell.

2.5. Airmen Powered by Innovation Cell.

2.5.1. Executes the Airmen Powered by Innovation submission process.

2.5.2. Informs submitters when submissions are not governed by Airmen Powered by

Innovation program to the appropriate office of primary responsibility e.g., Technical Order

Changes, Patents/Inventions, Price Challenges, Air National Guard Title 32 submissions

affecting only the Air National Guard, etc.

2.5.3. Determines if submissions are ready for evaluation.

2.5.4. Determines the appropriate Principal Decision Maker (see para 2.6).

2.5.5. Informs the Principal Decision Maker of new submissions requiring their review.

2.5.6. Tracks each submission through processes outlined in paragraph 3.3, and updates the

data system to reflect most current status.

2.5.7. Forwards to the appropriate Headquarters Air Force functional 2-digit office any

Major Command-implemented submission that the Principle Decision Maker identifies for

possible replication throughout the Air Force.

2.5.8. Monitors process performance.

2.5.9. Manages the supporting data system.

2.5.10. Maintains all submissions for future review on the Airmen Powered by Innovations

Portal and provides notifications concerning status updates.

2.5.11. Notifies submitters 1) upon receipt of idea in the data system, 2) if idea is closed

upon initial review, 3) if forwarded to Principal Decision Maker, 4) if idea is approved, 5) if

the decision maker has not taken any action after 60 days.

2.6. Principal Decision Maker. A Principal Decision Maker is a Major Command/Field

Operating Agency/Direct Reporting Unit Commander/Director or Headquarters Air Force 2-digit

with the authority to approve the submission and direct implementation. Principal Decision

Makers may delegate Airmen Powered by Innovation submission approval and implementation

authority no lower than MAJCOM 2-digit or Center Staff Directors (i.e. AETC/A3 or

AFLCMC/WF). A Principal Decision Maker:

2.6.1. Reviews idea submissions forwarded by Airmen Powered by Innovation Cell to

determine if a submission warrants further evaluation.

2.6.2. Upon identifying a submission that warrants further evaluation, assigns and tasks a

knowledgeable subject matter expert to evaluate the submission.

2.6.3. If necessary, coordinates with other affected Headquarters Air Force/Major Command

stakeholders.

2.6.4. Approves ideas based on benefits and mission priorities.


2.6.5. Provides the approval decision and identifies submissions for possible replication to

the Airmen Powered by Innovation Cell.

2.6.6. May recognize Airmen with non-monetary awards in accordance with Air Force

Instruction 65-601, Volume 2, Budget Management for Operations.

2.6.7. Takes appropriate actions to implement approved ideas.

2.6.8. Determines total projected benefits.

2.6.8.1. Manpower savings may not be considered in calculation of dollar savings with

one exception:

2.6.8.1.1. A documented elimination of a manpower authorization (funded through

the Future Years Defense Plan) from the Unit Manpower Document.

2.6.8.1.2. Eliminated manpower positions are returned to the owning Major

Command to be redistributed to higher priority workload that has been recognized,

but not funded (an unfunded manpower position). In those cases, use Air Force

Instruction 65-503, United States Air Force Cost and Planning Factors, to determine

the annual cost of the manpower authorization and use that cost figure in savings

calculation.

2.7. Submitter (any Airman who submits an idea).

2.7.1. Submits ideas that improve operations or processes, provide cost savings, and improve

morale to the Airmen Powered by Innovation website (https://www.my.af.mil/gcss-

af/USAF/site/API ) for evaluation.

2.7.2. Considers seeking assistance from local leadership, subject matter experts, financial

management analysts, or the Airmen Powered by Innovation Cell as needed to develop a

sound, clear, concise, and supported idea proposal.

2.7.3. Uses established processes external to the Airmen Powered by Innovation Program to

initiate Technical Order changes, Price Change proposals, and patents/inventions (see para

3.3.3).

2.7.4. As requested by the Airmen Powered by Innovation Cell, provides additional

information to improve the quality of idea submission prior to evaluation within fifteen (15)

business days of request.

2.7.5. As requested by the evaluator, provides additional information to facilitate the

evaluation of the idea.

2.7.6. Identifies all group members for group submissions.

https://www.my.af.mil/gcss-af/USAF/site/API

https://www.my.af.mil/gcss-af/USAF/site/API


Chapter 3

AIRMEN POWERED BY INNOVATION SUBMISSION PROCESS

3.1. Change Management. Submissions approved by the Principal Decision Maker on or after

1 August 2017 will be awarded under the award system outlined in Chapter 4 of this Air Force

Instruction. All submissions to the Airmen Powered by Innovation program prior to 1 August

2017 may be awarded $100 to $10,000 upon approval. (see attachment 2) SAF/MGM has final

approval of the award amount for any submissions received prior to 1 August 2017.

3.2. Description. The Airmen Powered by Innovation process is comprised of two components:

Initial Review and Evaluation. The process is triggered by submission of an idea from an

Airman. The Principal Decision Maker is responsible for progression of the submission from

evaluation to implementation. See figure 3.1.

3.3. Initial Review.

3.3.1. During initial review, the Airmen Powered by Innovation Cell reviews each

submission to determine proper processing. After review, the Airmen Powered by

Innovation Cell either: 1) tasks submission to a Principal Decision Maker for evaluation, 2)

requests more information from the submitter, or 3) closes the idea submission (see 3.3.2).

3.3.2. Types of submissions closed after Airmen Powered by Innovation Cell initial review:

3.3.2.1. Commonly Received. Submissions that address issues the Air Force is already

cognizant of and/or is already addressing are closed after initial review. Even though

closed in the Airmen Powered by Innovation system, these ideas may be analyzed by the

appropriate headquarters (e.g. Headquarter Air Force 2-digit, Major Command, or

Centers) subject matter experts to identify trends or improvement opportunities.

3.3.2.2. Governed by Policy External to the Air Force. Submissions recommending

improvements beyond the authority of the Air Force to approve and implement are closed

after initial review. Even though closed in the Airmen Powered by Innovation system,

these ideas may be analyzed by the appropriate headquarters subject matter experts to

identify trends or improvement opportunities. The Airmen Powered by Innovation Cell

will recommend alternative avenues for submitter to pursue.

3.3.2.3. Non-actionable. Submissions without either a problem or a solution and/or

consisting of vague, unrealistic generalities in their descriptions of the current method,

proposed method expected benefits, or expected cost of implementation are closed after

initial review.

3.3.2.4. Patents/Inventions. Submitters are directed to Air Force Instruction 51-303

Intellectual Property--Patents, Patent Related Matters, Trademarks and Copyrights, for

further guidance. Once the patent/invention suggestion has completed the process

prescribed in Air Force Instruction 51-303, the idea may be resubmitted as an “After-the-

fact submission,” following the directions set forth in paragraph 3.3.4.

3.3.2.5. Multiple Ideas. Submitters are directed to resubmit their ideas as separate

submissions to allow for proper evaluation.

3.3.3. Other types of submissions governed by existing Air Force programs:


3.3.3.1. Technical Order Changes. Ideas suggesting improvement-type Technical Order

changes will be accepted as submissions to the Airman Powered by Innovation Cell for

consideration only after they have been approved and implemented in accordance with

Air Force Technical Order 00-5-1, AF Technical Order System. Submissions must

include the approved Air Force Technical Order Form 22, or relevant approval

documentation, along with an excerpt from the revised/published Technical Order (unless

prohibited by classification).

3.3.3.2. Price Challenge & Verification Program (formerly Zero Overpricing). These

submissions can be submitted to the Airmen Powered by Innovation program after the

change has been approved and implemented by the United States Air Force or the

applicable Department of Defense authority. Airmen should refer to Air Force

Instruction 23-101 Air Force Materiel Management to submit these types of change

requests. After a Price Challenge is adopted and implemented, Airmen may submit the

supporting Defense Logistics Agency memorandum detailing the cost savings for

consideration in the Airmen Powered by Innovation Program.

3.3.3.3. Uniform Change Request. Airmen Powered by Innovation Cell will forward

Uniform Change Requests to Uniform Board point of contact (Deputy Chief of Staff,

Manpower, Personnel & Services) to determine whether Uniform Change Request is to

be presented to the next Uniform Board. If the Deputy Chief of Staff, Manpower,

Personnel & Services office determines the idea is not going to meet the Uniform Board,

they provide disapproval notice and rationale to the Airmen Powered by Innovation Cell.

After the Uniform Board meets and makes approval/disapproval decision, the Deputy

Chief of Staff, Manpower, Personnel & Services will return the compiled list of Uniform

Change Requests to the Airmen Powered by Innovation Cell indicating each as

approved/disapproved. Note: Uniform Change Requests are not eligible for monetary

awards.

3.3.3.4. Information Technology ideas related to specific data systems are not eligible for

Airmen Powered by Innovation submission, but instead must follow the governance

process associated with the system. If no governing system exists, submit to the Airmen

Powered by Innovation Cell.

3.3.4. After-the-Fact. An after-the-fact submission is an idea that has been approved prior to

its submission to the Airmen Powered by Innovation program. The submission must be

submitted to the Airmen Powered by Innovation Program within one calendar year of

approval. The submission must include date of approval, identification of the Principal

Decision Maker, supporting documentation, and projected benefits.

3.4. Evaluation.

3.4.1. Principal Decision Makers choose submissions from the Airmen Powered by

Innovation Cell based on mission priorities and cost benefits.

3.4.2. Submissions not chosen for evaluation by the Principal Decision Maker will remain in

the database for future use or evaluation. Submitters will receive notification in accordance

with para 2.5.11.

10 AFI38-402 9 FEBRUARY 2018

3.4.3. During evaluation, the Principal Decision Maker directs a subject matter expert to

validate the current method, proposed method, expected benefits, expected cost of

implementation, and provide a recommendation to approve.

3.4.4. If Principal Decision Makers approve a submission, they direct its implementation.

The submitter will be notified in accordance with para 2.5.11.

3.5. Implementation. Principal Decision Makers ensure plans to implement approved

submissions are developed and executed as widely across their areas of authority as is

appropriate. If the Principal Decision Maker is at Major Command level and the improvement

can be replicated across the Air Force, the Principal Decision Maker informs the Airmen

Powered by Innovation Cell. The Airmen Powered by Innovation Cell will forward the pertinent

information to the appropriate Headquarter Air Force functional authority for potential

replication/broader implementation.

Figure 3.1. Airmen Powered by Innovation Process Flow.

AFI38-402 9 FEBRUARY 2018 11

Chapter 4

MONETARY AWARDS AND PAYMENT PROCESS

4.1. Awards. SAF/MG will recognize Airmen with monetary awards for approved submissions.

In the case of group submissions addressed in paragraph 2.7.6., the amount is divided by the

number in the group, and awarded to the eligible members of the group. Paragraph 5.8.4

describes the program under which Guard members may receive monetary awards. SAF/MGM

will negotiate a shared award on a case by case basis when an Air National Guard submission is

implemented and benefits the Air National Guard and Regular Air Force. Principal Decision

Makers have the option to recognize Airmen with non-monetary awards in accordance with Air

Force Instruction 65-601, Vol 1, Budget Guidance and Procedures.

4.2. Approved Submissions. All submissions approved by the Principal Decision Maker

receive a $2,500 monetary recognition award. All cash awards are subject to applicable tax

rules.

4.3. Submissions are Not Eligible for Awards if:

4.3.1. One of the submitter’s assigned duties is to make recommendations for improvement

on subject matter contained in the submission.

4.3.2. The submission is a result of a chartered process improvement event or special study.

4.3.3. The submission can be implemented without approval of higher authority.

4.3.4. The submission is the original idea of another Air Force member.

4.3.5. The submission is a result of studies/projects/research (including student papers)

sponsored by the Government.

4.4. Processing Awards. Monetary awards are centrally funded and managed by the

SAF/MGM.

4.5. Responsibilities of Monetary Award Payment Process.

4.5.1. Airmen Powered by Innovation Cell:

4.5.1.1. Prepares Standard Form 1034 Public Voucher for Purchases and Services other

than Personal.

4.5.1.2. Forwards Standard Form 1034 to submitter with instructions to sign and send to

SAF/MGM.

4.5.2. SAF/MGM:

4.5.2.1. Approves award package.

4.5.2.2. Delivers award package transmittal form to Air Force District of Washington

Finance for Defense Finance Accounting Service, Limestone submission.

4.5.2.3. Maintains historical audit register for award payment auditability.

4.5.3. Secretary of the Air Force, Administrative Assistant; Resources Directorate:

4.5.3.1. Provides Standard Form 1034 Lines of Accounting.

12 AFI38-402 9 FEBRUARY 2018

4.5.3.2. Establishes/monitors Miscellaneous Obligation/Reimbursement Document in the

accounting system to ensure funds are available to cover payments.

4.5.3.3. Provides guidance/financial management support to SAF/MGM.

AFI38-402 9 FEBRUARY 2018 13

Chapter 5

AIR NATIONAL GUARD (TITLE 32) SUGGESTION PROGRAM

5.1. Purpose. This section prescribes policies and procedures for administering and managing

suggestions from Air National Guard Title 32 members. It also gives instructions on the

submission and eligibility of suggestions, explains evaluation and disposition procedures, and

provides guidance for the payment of awards. Awards are based on the merits of the

contribution and benefits that accrue without regard to race, color, religion, sex, marital status,

national origin, physical handicap, age, political affiliation, or union membership affiliation or

participation. Supplementation of this regulation and establishment of local forms are prohibited

without prior approval from the National Guard Bureau, Manpower, Personnel and Services

Directorate; Manpower, Organization and Resources. Supplements will not change the intent of

the governing instruction. Note: The following guidance applies to all Air National Guard

members in a Title 32 status submitting ideas that impact the Air National Guard

exclusively. If ideas impact the Total Force, Title 32 members should use the Airmen

Powered by Innovation process outlined in other chapters of this Air Force Instruction.

Air National Guard Title 5 or 10 employees fall under the standard Airmen Powered by

Innovation guidelines as referenced in the other chapters of this Air Force Instruction.

5.2. Responsibilities:

5.2.1. The Chief, National Guard Bureau. The Chief, National Guard Bureau is responsible

for the overall administration, improvement, and evaluation of any Air National Guard

suggestions. This responsibility has been delegated to the National Guard Bureau,

Manpower, Personnel and Services Directorate; Manpower, Organization and Resources

Suggestion Program Manager for Air National Guard suggestions.

5.2.2. The Air National Guard. The National Guard Bureau, Manpower, Personnel and

Services Directorate; Manpower, Organization and Resources Suggestion Program Manager

interprets policy and provides guidance to the states’/territories’ Human Resources Office

Suggestion Program Managers. The National Guard Bureau Suggestion Program Manager

ensures that the states/territories uniformly apply suggestion policy. The National Guard

Bureau Suggestion Program Manager develops appropriate supplements, policies, and plans;

conducts training workshops; decides disputed cases; works with the appropriate functional

area of expertise to determine the final eligibility and award amount; has the authority to

award and reviews direct inquiries from participants.

5.2.3. State Adjutant Generals. The State Adjutant Generals are responsible for assuring

compliance with program requirements, promoting and supporting the program, and ensuring

that prompt action is taken on awards.

5.2.4. Unit Commanders. Unit Commanders budget for and ensure that the unit promptly

pays suggestion awards, designate a Suggestion Program Manager, and establish procedures

to verify that their unit implements suggestions.

5.2.5. Human Resources Office Suggestion Program Managers. State Suggestion Program

Managers administer and publicize the suggestion program; acts as second line evaluator;

provide advice, assistance, and training to supervisors on the effective use and participation

in the program; provide training and/or orientation to all technicians and military members

14 AFI38-402 9 FEBRUARY 2018

on how to submit; ensure that all submitters are kept informed of the status of their

suggestion; evaluation is performed within prescribed time limits; and ensure that all

suggestions meet eligibility requirements.

5.2.6. Unit Level Suggestion Program Manager. The Quality Assurance Office acts as the

Unit Level Suggestion Program Manager. The Unit Level Suggestion Program Managers

Quality Assurance receive, control, and evaluate suggestions; responsible for administering

and publicizing the Suggestion Program at the unit level; providing guidance and acting as

the first line evaluators.

5.3. Determining Eligibility and Submitting Air National Guard Suggestions.

5.3.1. Suggestion Eligibility Criteria. Any individual, team, or group, within the Air

National Guard may submit a suggestion. An idea does not become an Air National Guard

suggestion until a person submits an online application at:

https://intelshare.intelink.gov/sites/ngba4/spt/SitePages/Home.aspx and it meets the

following criteria:

5.3.1.1. A suggestion should outline a specific area for improvement, state a workable

solution, and incorporate expected benefits and documentation of validated savings.

5.3.1.2. A suggestion should be the submitter’s own thoughts or a new application of an

old principle. It may be a patented idea, invention, or scientific achievement.

5.3.1.3. Submitters should complete the Air National Guard suggestion form via the

website link shown above, and agree that the United States Government may use their

suggestions, once awarded, without incurring further claims by submitters, their heirs, or

any other persons.

5.3.2. All suggestions are processed through the State Human Resources Office Suggestion

Program Manager. All issues should be resolved before submitting a suggestion.

5.4. Retaining Ownership Rights. Ownership is determined by the first submission to reach

the final approval authority. The submitter retains ownership of a submission for one (1) year

after final approval/disapproval action. When a submission is withdrawn, the submitter does not

retain the 1-year ownership allowed by this paragraph.

5.5. Evaluating Air National Guard Suggestions:

5.5.1. A submission that needs Major Command, Air Force, or other federal agency approval

requires a unit level evaluation performed by the Quality Assurance Office. The evaluation

analysis will state how it affects local procedures and identify the next-level evaluator.

Evaluators complete an Air National Guard Suggestion Form for each evaluation.

5.5.1.1. Both the evaluator and responsible official should sign the form.

5.5.1.2. To approve or disapprove a submission, the responsible official should have the

authority to implement the submission.

5.6. Processing Time. Good suggestions directly improve efficiency and effectiveness of the

National Guard Bureau and other federal agencies. Evaluators are to make every effort to ensure

suggestions receive the same timely and positive responses given any other suspended

communication. Decisions should be fully justified or the evaluation will be considered

incomplete.

https://intelshare.intelink.gov/sites/ngba4/spt/SitePages/Home.aspx

AFI38-402 9 FEBRUARY 2018 15

5.7. Determining Job Responsibility. The reporting official/supervisor determines job

responsibility based on the merits of each suggestion. As a general rule, suggestions from unit

level that are approved and implemented at command or higher level normally are not job

responsibility. The same rationale applies for command personnel when approval authority is at

Headquarters Air Force or higher.

5.8. Awards.

5.8.1. Award Approval Authority. State Adjutant Generals may approve cash awards up to

and including $2,500 for locally adopted suggestions only resulting in tangible/intangible

benefits. Cash awards for suggestions that have Air National Guard-wide benefit will be sent

to National Guard Bureau, Manpower, Personnel and Services Directorate; Manpower,

Organization and Resources. Suggestions that have Air Force-wide benefit may be

submitted directly via the Airmen Powered by Innovation guidance as spelled out in Chapter

3 of this instruction.

5.8.2. Meeting Eligibility for Cash Awards:

5.8.2.1. All Title 32 military members and Federal civilian employees paid from

appropriated funds are eligible for cash awards.

5.8.2.2. Military and Federal civilian retirees are eligible if they submitted their

suggestion prior to their retirement date.

5.8.3. Granting Cash Awards. Grant cash awards under the following conditions:

5.8.3.1. Air National Guard or Air Force implements the suggestion or the Office

Primary Responsibility provides written certification that the suggestion will be

implemented on a specific date.

5.8.3.2. If the suggestion is implemented locally, the National Guard Bureau, Manpower,

Personnel and Services Directorate; Manpower, Organization and Resources Suggest

Program Manager may consider an award for the local tangible savings or intangible

benefits. Consider an additional award if Air National Guard or the Air Force

implements the suggestion at a higher level for wider application.

5.8.3.3. Approved Air Force Technical Order Forms 22 “Corrections” will receive a

$100 award and “Improvements” will receive a $200 award unless tangible savings have

been noted. NOTE: there are no tangible savings with “Corrections.”

5.8.4. Award Types. Recognition may be either a monetary or a non-monetary award, but

may not be a time-off award. All cash awards are subject to applicable tax rules.

5.8.4.1. Individual Submitter:

5.8.4.1.1. Tangible Savings. Award will be 10 percent of estimated first-year

savings, total award will be no more than $2,500.

5.8.4.1.2. Intangible Benefits. Award will be $200 (limited to one award per

approved suggestion). EXCEPTION: Air Force Technical Order Forms 22

“Corrections” will receive $100.

5.8.4.2. Multiple (Team/Group) Submitters. If an individual declines a share of the

award, that share will be subtracted from the total award.

16 AFI38-402 9 FEBRUARY 2018

5.8.5. Paying Awards. Pay cash awards for submissions only for actual improvement and

benefits to the Government. Apply award payment scales equally to all who are eligible for

cash awards. To calculate savings and benefits or award payment always round up to the

nearest dollar.

5.8.5.1. Confirmatory and After-the-Fact Intangible Benefits. The Human Resource

Office Suggest Program Managers process the awards. Finance awards from the

Operations and Maintenance appropriation to which the individual was assigned at the

time the suggestion was submitted. Federal Regulation 5, Code of Federal Regulation

451.103(c) (1) requires funding to be available for paying suggestion awards. Use a

Standard Form 50-B to pay Technicians, and Standard Form 1034 to pay Active Guard

and Reserves and Traditional Guardsmen.

5.8.5.1.1. The Standard Form 1034 is transmitted to Defense Finance and

Accounting Service by the unit finance office.

5.8.5.1.2. Once the Standard Form 1034 has been submitted to Defense Finance and

Accounting Service, the Human Resource Office Suggest Program Manager should

update the Air National Guard Suggestion Form to complete and closeout the form.

5.8.5.2. Stand-Alone and Locally Approved Suggestions. National Guard Bureau

Manpower, Personnel and Services Directorate will be responsible for identifying

funding source for cash awards when the suggestion benefits the entire Air National

Guard and is adopted for implementation. The Human Resource Office Suggest Program

Manager updates the Air National Guard Suggestion Form when payment has been

processed in order to close out the form.

5.8.5.3. If the suggestion primarily benefits a particular Air National Guard unit, pay the

award from funds available to that unit.

5.8.5.4. If the suggestion results in Air Force-wide benefits, it will be passed onto

SAF/MGM for payment of the $2,500 award.

5.8.6. Special Recognition Awards. Plaques, trophies, and similar items valued no higher

than $150 may be given in addition to a monetary or non-monetary suggestion award.

RICHARD W. LOMBARDI

Deputy Under Secretary of the Air Force,

Management and Deputy Chief Management

Officer

AFI38-402 9 FEBRUARY 2018 17

Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

5 Code of Federal Regulation 451.103 - Agency Award Program(s)

Air Force Instruction 23-101, Air Force Materiel Management, 12 December 2016

Air Force Instruction 36-2805, Special Trophies and Awards, 14 March 2013

Air Force Instruction 33-360, Publications and Forms Management, 1 December 2015

Air Force Policy Directive 38-4, The Innovative Development through Employee Awareness

(IDEA) Program, 1 June 1998

Air Force Instruction 51-303, Intellectual Property--Patents, Patent Related Matters,

Trademarks and Copyrights, 1 September 1998

Air Force Instruction 65-601, Volume 1, Budget Guidance and Procedures, 16 August 2012

Air Force Instruction 65-601, Volume 2, Budget Management for Operations, 14 July 2017

Air Force Instruction 65-503, Us Air Force Cost and Planning Factors, 23 February 2017

Air Force Manual 33-363, Management of Records, 1 March 2008

Air Force Technical Order 00-5-1, AF Technical Order System, 14 June 2016

Section 1124 of Title 10 United States Code, Cash Awards for disclosures, suggestions,

inventions, and scientific achievements, July 6, 2014

Prescribed Forms

None

Adopted Forms

Air Force Form 847, Recommendation for Change of Publication

Air Force Technical Order Form 22, Technical Manual (TM) Change Recommendation and

Reply

Standard Form 1034, Public Voucher for Purchases and Services other than Personal

18 AFI38-402 9 FEBRUARY 2018

Attachment 2

LEGACY AWARD PAYMENT SCALE

Table A2.1. Legacy Award Payment Scale.

Benefits Award Benefits Award Benefits Award Benefits Award

Up to $10,000 10% 50,000 2,200 90,000 3,400 164,000 4,020

11,000 1,030 51,000 2,230 91,000 3,430 168,000 4,040

12,000 1,060 52,000 2.260 92,000 3,460 172,000 4,060

13,000 1,090 53,000 2,290 93,000 3,490 176,000 4,080

14,000 1,120 54,000 2,320 94,000 3,520 180,000 4,100

15,000 1,150 55,000 2,350 95,000 3,550 184,000 4,120

16,000 1,180 56,000 2,380 96,000 3,580 188,000 4,140

17,000 1,210 57,000 2,410 97,000 3,610 192,000 4,160

18,000 1, 240 58,000 2,440 98,000 3,640 196,000 4,180

19,000 1,270 59,000 2,470 99,000 3,670 200,000 4,200

20,000 1,300 60,000 2,500 100,000 3,700 225,000 4,325

21,000 1,330 61,000 2,530 101,000 3,730 250,000 4,450

22,000 1,360 62,000 2,560 102,000 3,710 275,000 4,575

23,000 1,390 63,000 2,590 103,000 3,715 300,000 4,700 24,000 1,420 64,000 2,620 104,000 3,720 325,000 4,825 25,000 1,450 65,000 2,650 105,000 3,725 350,000 4,950 26,000 1,480 66,000 2,680 106,000 3,730 375,000 5,075 27,000 1,510 67,000 2,710 107,000 3,735 400,000 5,200 28,000 1,540 68,000 2,740 108,000 3,740 425,000 5,325 29,000 1,570 69,000 2,770 109,000 3,745 450,000 5,450 30,000 1,600 70,000 2,800 110,000 3,750 475,000 5,575 31,000 1,630 71,000 2,830 111,000 3,755 500,000 5,700 32,000 1,660 72,000 2,860 112,000 3,760 550,000 5,950 33,000 1,690 73,000 2,890 113,000 3,765 600,000 6,200 34,000 1,720 74,000 2,920 114,000 3,770 650,000 6,450 35,000 1,750 75,000 2,950 115,000 3,775 700,000 6,700 36,000 1,780 76,000 2,980 116,000 3,780 750,000 6,950 37,000 1,810 77,000 3,010 117,000 3,785 800,000 7,200 38,000 1,840 78,000 3,040 118,000 3,790 850,000 7,450 39,000 1,870 79,000 3,070 119,000 3,795 900,000 7,700 40,000 1,900 80,000 3,100 120,000 3,800 950,000 7,950 41,000 1,930 81,000 3,130 135,000 3,875 1,000,000 8,200 42,000 1,960 82,000 3,160 130,000 3,850 1,050,000 8,450 43,000 1,990 83,000 3,190 135,000 3,875 1,100,000 8,700 44,000 2,020 84,000 3,220 140,000 3,900 1,150,000 8,950 45,000 2,050 85,000 3,250 144,000 3,920 1,200,000 9,200 46,000 2,080 86,000 3,280 148,000 3,940 1,250,000 9,450 47,000 2,110 87,000 3,310 152,000 3,960 1,300,000 9,700 48,000 2,140 88,000 3,340 156,000 3,980 1,350,000 9,950 49,000 2,170 89,000 3,370 160,000 4,000 1,360,000 10,000