To advance the development of leaders of character for U.S. Air Force and U.S. Space Force by linking applicable policies and directives, staffing actions, curriculum, training, and the cadet honor system to Air Force curriculum vitae and the Leader of Character Framework.

To advance the understanding and application of dignity and respect concepts by ensuring applicable the Academy policies and directives, curriculum, and training reflect dignity and respect concepts as integral to Air Force curriculum vitae and the Leader of Character Framework and as fundamental components to credible and effective character and leadership development.

Line of effort 1: Governance

• Approve, socialize, and implement U.S. Air Force Academy Manual 36-3526, Developing leaders of character at the Academy.

Line of effort 2: Curriculum

• Evaluate, integrate, and synchronize character and leadership development education and training exercises, using the Leader of Character Framework as a foundational guideline.
• Evaluate the sufficiency of dignity and respect concepts within the Academy curriculum/education and training exercises.
• Assist cadet-led efforts to establish and integrate character and honor education and training exercises.

Line of effort 3: Assessment

• Assess the Academy character and leadership development education and training exercises.
• Assess the sufficiency of dignity and respect concepts within the Academy character and leadership development education and training exercises.

Recruit, develop, retain and sustain students, faculty, staff and Airmen/Guardians that value diversity and lead inclusively & equitably.

Line of effort 1: Recruiting

• Recruit student, faculty, staff and Airmen/Guardians representative of the diversity of the talent pool.

Line of effort 2: Retention & success

• Equitably retain and provide opportunities for success of students, faculty, staff and Airmen/Guardians across identities.

Line of effort 3: Development

• Enable all students, faculty, staff and Airmen/Guardians to have the knowledge and skills to promote diversity and inclusion at the Academy and in the Department of the Air Force and Department of the Space Force.

Line of effort 4: Sustainment

• Ensure structures and strategies are in place to manage efforts, measure results and hold organizations accountable for diversity and inclusion outcomes.

To educate, advocate, and champion deliberate actions to ensure a safe environment free of discrimination, violence, and harassment by cultivating a positive environment that facilitates the development of leaders of character and promotes a culture of dignity and respect.

Line of effort 1: Training

• Create a culture of dignity and respect and reduce the incidence of self-directed and interpersonal violence.
• Develop interpersonal skills that reduce the prevalence of self-directed and interpersonal violence through decreasing risk factors and increasing protective factors.

Line of effort 2: Awareness and response

• To prevent self-directed and interpersonal violence/harassment and support victims when an assault is reported, or self-directed violence has occurred. The sexual assault prevention and response program services are confidential and available 24/7.
• Build awareness, empower bystanders to intervene, and create a culture of dignity and respect where the incidence of Survey of Sexual Violence is reduced to the point of elimination.
• Maximize response effectiveness by providing Academy senior leaders with the essential resources, education, and training to support sustainment by demonstrating program buy-in through language, personal actions, modeling behavior, and appropriately holding their subordinate leaders accountable.

Line of effort 3: Assessments and outcomes

• Assess the Academy’s progress to measure training effectiveness and retention of information and determine the likelihood of skill development.
• Assessments contribute to the program’s success by identifying blind spots, weaknesses, effectiveness, achievement of goals, and relevance.
• Sustainment efforts will continuously improve victims’ care and support and enhance the Academy’s readiness through prevention to provide comprehensive response capabilities.

Provide academic experiences throughout our Course of Instruction that provide the foundation for our cadets to not only be prepared to face the challenges with the current pacing threats, but to also have the necessary foundation to cultivate innovation that will be necessary for the future fight.

Line of effort 1: Foundations

• Define future conflict topics of interest / emphasis.
• Identify potential gaps between foundational experiences across all mission elements and present / expected future conflict topics.
• Develop deliberate connections across all foundational material to reduce current discipline-centric nature of future conflict coverage.
• Evaluate value in developing culminating curricular experience that integrates skills required for success in dynamic future conflict environment.

Line of effort 2: Assessment

• Evaluate, integrate, and synchronize character and leadership development education and training exercises, using the Leader of Character Framework as a foundational guideline.
• Evaluate the sufficiency of dignity and respect concepts within Academy curriculum/character and leadership development education and training exercises.
• Assist cadet-led efforts to establish and integrate character and honor character and leadership development education and training exercises.

Provide robust learning pathways (through research opportunities and state-of-the-art laboratory enterprises) that connect future conflict military, cultural, and technological foundation-concepts with high-end application and synthesis.

Line of effort 1: Research (scholarly activities)

• Define future concept topics of interest/emphasis.
• Enhance future conflict research activities on/off campus.
• Establish incentive mechanisms to promote future conflict research projects.

Line of effort 2: Laboratories (exploration/experimentation facilities)

• Identify and categorize laboratory facilities w/ future conflict learning capabilities/applications.
• Prioritize resourcing to lab facilities and tech personnel that enable/support future conflict research.

Provide opportunities for cadets to apply their skills, knowledge, and expertise to complex problems that connect future conflict military, cultural, and technological foundation-concepts.

Line of effort 1: Opportunities and application

• Provide necessary opportunities entrenched within commissioning education, character and leadership lessons, military strategic studies courses, and major training event programs.
• Apply skills, knowledge, and expertise to complex problems found throughout the Course of Instruction.

Line of effort 2: Connection & assessment

• Ensure the connection of future military conflicts, cultural, and technological foundation-concept skills are taught and measured through feedback assessments.

Provide opportunities for Airmen to develop innovation skills while encouraging and assessing the institutional culture related to leading, promoting, and rewarding innovation efforts.

Line of effort 1: Identify – Identify institutional obstacles

• Identify institutional obstacles to innovation and develop educational opportunities for leadership in affecting institutional change that promotes a culture of innovation.

Line of effort 2: Recruit/retain-build human capital

• Build human capital that takes advantage of a culture open to innovation by recruiting and hiring innovative thinkers and offering Airman at all levels learning opportunities in innovation skillsets.

Line of effort 3: Reward – create and implement incentive programs

• Create and implement incentive programs to reward Airmen who enact change in their organization through innovative ideas and practices.

Line of effort 4: Share – identify and share successful innovative outcomes.”

• Identify and share successful innovation outcomes across all mission elements.

Identify and deliver measurable results needed to sustain resilient infrastructure, technological capabilities, and facilitate the expansion of reliable modernization for the Academy’s ongoing and future growth.

Line of effort 1: Maintain infrastructure and technologies

• Maintain existing infrastructure and technologies essential to mission readiness.
• Increasing the lifetime value of infrastructure by extending asset lifetime and reinvesting with a whole life-cycle perspective.

Line of effort 2: Improve infrastructure and technologies

• Create connectedness of construction projects to the Academy’s vision.
• Promote and leverage automation as a strategy for process improvement.
• Digitalization for faster information sharing and decision making, accelerated response to change, and foster a collaborative environment.
• Enhance the attractiveness of infrastructure projects for competitive advantage.

Line of effort 3: Modernize infrastructure and technologies

• Drive continuous strategic growth of infrastructure and technologies to sustain the Academy’s mission and vision.
• Employ “Smart City” strategy to increase operational efficiency, share information with stakeholders and modernize the quality of services and the welfare of the Academy’s population.

Identify and develop relationships with partners that promote innovation at the Academy.

Line of effort 1: Establish relationships

• Inventory established relationships to identify needs met and shortfalls.
• Connect subject-matter experts with industry/corporate leaders to create and strengthen relationships.
• Establish trust and transparency between the Academy and stakeholders.

Line of effort 2: Communicate interests

• Prevent transactional thinking yet showcase the benefit of a relationship.
• Be a brand advocate for the Academy.
• Promote proactive communication.

Improve decision-making and accountability at all levels by conducting robust assessments of the Academy’s missions and processes using comprehensive data collection, institutional effectiveness measures, metrics, goals, thresholds, and reporting.

Line of effort 1: Data analysis

• Compile, analyze, and report wing strength, Academy and Prep School grad rates, attrition, and other metrics.
• Ensure submission of the Academy information for the Integrated Postsecondary Educational Data System, Princeton Review, and U.S. News & World reports.
• Facilitate availability of data and assessment reports to the Academy decision-makers at all levels.
• Continue to socialize results of mission measures and customer dissatisfaction survey surveys to the Independent Examinations Board and outcome teams.

Line of effort 2: Maintain and utilize metrics

• Annual update of Attachment 2 to USAFAI 36-3502.
• Submission of the U.S. Air Force Academy Annual Performance Measures Report to Department of the Air Force/A1PT.
• Maintain a four-year Assessment Plan of all major surveys conducted by the U.S. Air Force Academy/A3/9.

Line of effort 3: Sustainment and improvement

• Sustain the Academy’s strengths while improving areas of weakness.
• Create annual report of significant lessons learned and after-action reports from the Academy processes/events.

Uphold an environment of extreme ownership on the Academy by educating personnel, aligning integrated policies, maintaining pertinent oversight, efficiently evaluating programs, conducting quality inspections, facilitating reporting, and driving compliance with mandated requirements from instructions, by-law, congressional, and military service academies/NCAA obligations.

Line of effort 1: Assess and inspect

• Facilitate continuous evaluation of Academy Programs throughout the installation.
• Enhancing the Commander’s Inspection Program throughout the mission elements and headquarters.

Line of effort 2:Education and compliance oversight

• Continuing education with pertinent oversight authorities.
• Work in concert with Air Force Inspection Agency to identify future state of inspection at the Academy.
• Provide standardized basic inspection training for the Academy inspectors and augmentees.
• Provide timely feedback for deficiency closures, root cause analysis, and corrective action plans.

To optimize a shared vision across the Academy to ensure cross-functional collaboration by facilitating an integrated decision-making structure and instilling strategic resourcing alignment between the program objective memorandum, Gift Funds, Installation Mission Support Center, Sustainable Reading Model, UFRs, and 3080 sources and sustaining Academy processes at peak performance.

Line of effort 1: Shared vision

• USAFA organizations are connected and bounded by its vision, mission, values, and priorities as a learning organization capable of adapting and transforming toward a shared purpose.
• Continuously monitor inflection points to detect when and how to adjust the Academy’s strategies.
• Present the vision as the destination and the strategy as an adaptable path to destination.

Line of effort 2: Resourcing

• Enable resource alignment based on USAFA’s strategic priorities across funding sources appropriately (program objective memorandum, Gift Funds, Installation Mission Support Center, UFR, 3080).
• Corporate alignment of strategic resourcing with the Academy’s strategic priorities and Department of the Air Force and Department of the Space Force’s guidance.

Line of effort 3: Sustainment

• Ensure structures and strategies are in place for peak performance through the corporate structure, and measure strategic results rooted in the Academy’s established priorities and strategic plan.
• Facilitate cross-collaboration and communicate strategic direction vertically and horizontally.