About the evaluation criteria

What are the expectations?

1. The Learning Phase (Achievements 1-3)


2. The Leadership Phase (Achievements 4-8)


3. The Command Phase (Achievements 9-11)


4. The Executive Phase (Achievements 12-16)

Phase I: The Learning Phase (Achievements 1-3)

Expectations: Cadets should have a uniform that doesn't violate any regulation. (IE: A Wing patch, rank insignia that is on, a belt, etc.) Cadets must have a serviceable uniform in order to be promoted to C/Amn. In addition, Cadets should know who Curry is and the day CAP was founded. A Cadet Airman should be able to go out in public and represent CAP without causing major embarrassment. They are not expected to be experts in anything.

Point to Find out: Cadet Basic's are expected to mess up, goof up, foul up, and not know what's right. C/Amn's are expected to know better. If the board recommends promotion, will they regret it later?

Achievement 2 (Arnold) :

Expectations: Cadets who complete achievement 2 should have a uniform that actually looks right, be able to articulate basic military skills, and be able to articulate the principles of followership. They should also have an understanding of the squadron chain-of-command. (Some idea of the role of the assistant element leader is also good.)

Point to Find out: While a Cadet Airman is just "one of the guys", and A1C is beginning to be an example. Make sure the cadet knows that, and that he'll be a good one.

Achievement 3 (Wright Brothers)

Expectations: Earning Achievement 3 is completion of the Learning Phase. Cadets should have mastered the skills of followership, uniforms, customs and courtesies, and the Military Environment. Cadets who are promoted to C/SRA should know and understand the responsibilities of the element leader position, and be prepared to step into the breach.

Point to Find out: By this time, Cadets should have some idea of what the cadet program offers. They should be able to set a realistic goal and work toward it. For example "I want my Mitchell by the time I graduate high school", "I would like to command a drill team at Region Someday" or "I would like to attend IACE." are good goals. Cadets should also either attend encampment or be thinking about it.

Phase II: The Leadership Phase (Achievements 4-8)

Achievement 4 (Rickenbacker)

Expectations: A C/SSgt must have a superior uniform, a knowledge of Cadet Programs Regulations and Pamphlets, an understanding of the role of the element leader and (to some extent) the flight sergeant, and a detailed understanding of the role and meaning of the NCO. Rickenbacker candidates should know who Rickenbacker was, how many kills he had (26), what types of kills they were (22 airplane, 4 balloon), what plane he flew (Spaad XIII), his Middle Initial ("V"), and his nickname ("Eddie"). Rickenbacker Cadets should know and understand most of the regulations and Pamphlets regarding the Cadet Program, as well as knowing most CAP memory work. If they don't know the answer, they should know where to find out.

Point to Find out: Hammer at the role of the NCO. What is a commission, after all? Why don't NCOs have them?

Achievement 5 (Lindberg)

Expectations: At C/TSgt, a Cadet must be capable of serving in a tangible leadership role - typically referred to as "staff". A C/TSgt should have experience as an element leader, and be capable of serving as a Flight Sergeant on demand. At the Lindberg level, Cadets should begin to lead at activities and meetings - teaching classes, leading at drill, relieving superiors of routine details, and otherwise "taking care of business." Generally speaking (75% of the time+) cadets have attended encampment prior to getting the Lindberg achievement. They should also know what a form 50 is and be able to write up an evaluation, if not a good one. Lindberg Cadets should know and understand nearly all of the Cadet Programs-Specific Knowledge. Lindberg Cadets are generally just beginning a program of independent study, and just beginning to challenge the notions of "But I was taught it was this way (which violates fill-in-regulation-here.)"

Point to Find out: If this cadet were promoted to Flight Sergeant tonight, would he know what to do? Would he know how to properly use his element leaders? Does he understand some fundamental things about leadership, like "Be a Good Example"? Does he feel that when his subordinates fail, they are "just stupid", or does he realize that the performance of his subordinates is a reflection of himself?

Achievement 6 (Doolittle)

Expectations: Doolittle Cadets should be Good at the role of the Flight Sergeant. They should be Very Comfortable creating outlines, teaching classes, leading drill, and taking care of business. They should be able to solve routine problems without constantly jumping up the chain-of-command. They should be able to act independently without abusing authority. They should learning to write CAPF 50 evaluations well. At this point, Uniforms and Bearing should be excellent. Dolittle Cadets begin to have the special Cadet Programs knowledge that comes from sitting down and pouring over the regulations. Dolittle Cadets should be prepared to take over the role of Flight Commander or First Sergeant, but humble enough to admit that they are not experts.

Point to Find out: If Lindberg is an entry-level flight sergeant, then Dolittle is a mid-to-end career Flight Sergeant. Has this cadet really learned all that knowledge in so little time?

Achievement 7 (Goddard)

Expectations: Goddard Cadets should be Experts at Flight-Level enlisted operations. They should be Comfortable with roles as Flight Commander or First Sergeant. At this point, Cadets should have a very real idea of where they are and where they want to be in 12 months. They may also begin to pick an area of specialty - Aerospace, Emergency Services, or Cadet Programs. Goddard Cadets begin to see an emerging role as advisors to command elements, and begin to lead directly on special projects: Producing Staff Reports, Leading at Activities, becoming more active in CAC, and working with Senior Members directly on projects. A Goddard-level cadet might plan, organize, train, and lead a 5-person Cadet Color guard or 6-person academic bowl team. They should be familiar enough with the CAPF 50 to critique evaluations.

Point to Find out: Is this Cadet a Leader? Is he a Good One? Do Cadet Follow him? Is that a good thing?

Achievement 8 (Armstrong)

Expectations: The Armstrong Achievement is the highest NCO grade. Far too many Cadets get to this level and either assume it's just playing "lady-in-waiting" for the Mitchell Award, or, worse still, see too many NCO-centric war movies and decide to stagnate at Chief MSgt. Neither option can be allowed. Cadets at this level must not only be experts, they must understand that they can resolve problems at a lower level than the Cadet Commander. That the role is important, but, unlike the regular military, C/CMSgt is just one more rung in the ladder, not the end of it. Cadets at this level should be getting themselves involved in the thick of the mess, trying to help the situation without overstepping their authority. They should be training the trainers, and setting an example for the first-line leaders.

Point To Find out: If promoted, this Cadet will be just one step from the Mitchell. As an officer, how he uses his NCOs will, for the most part, be based on his own experience. Is that education really complete? If written or verbal communication skills is an issue, it must be addressed here.

The Billy Mitchell Award

Expectations: Billy Mitchell Cadets represent the first major milestone of the Cadet Program. Mitchell Cadets should have had a true Career as NCOs, moving in positions of progressive responsibility, learning to follow, lead, and set the example. Mitchell Cadets are active, dedicated, and professional. Mitchell Cadets must be experts, that other Cadets and Seniors throughout the wing look to for advice and information. Mitchell Cadets should be specialized in at least one field: Ground Team, Drill Team, Communications, Academic Bowl, Leadership, Flight Operations, etc, and have a desire to make a change for the better within that field. If a Mitchell Cadet has been a discipline problem in the past, this is an issue that should be addressed by the board. The board must have true faith and confidence in a Cadet in order to recommend promotion.

Point to Find out: Does this Cadet really understand the difference between an NCO and an Officer? If he were promoted and assigned as a Flight Commander, how would the Flight CC/Flight Sgt role be split?