FY23-28 DAF CIO Public Strategy (Final).pdf

Department of the Air Force

CHIEF INFORMATION OFFICER

PUBLIC STRATEGY

FY2023 – FY2028

Publication Date: 30 September 2022 Version 1.0

Table of Contents

Preface from the DAF CIO Page 1

Strategic Environment Page 2

Strategic Alignment Page 3

DAF CIO Strategic Lines of Effort Page 4

Strategic LOEs: Impact & Linkages Page 5

LOE 1: Accelerate Cloud Adoption Page 5

LOE 2: Future of Cybersecurity Page 6

LOE 3: Workforce Page 7

LOE 4: IT Portfolio Management Page 8

LOE 5: Excellence in Core IT & Mission-Enabling Services Page 9

LOE 6: Data & AI Page 10

Strategy Next Steps Page 11

Additional DAF CIO Publications Page 12

Appendix A | Implementation Guidance Page 14

Appendix B | Tracking LOE Progress Page 15

Appendix C | DAF CIO Strategy Snapshot Page 16

Appendix D | SECAF Strategic References Page 17

Appendix E | DAF CIO Functions & Authorities Page 18

Appendix F | DOD / DAF Strategic References Page 21

Airmen and Guardians, The Secretary of the Air Force has outlined priorities for building the Air and Space Force we need for future conflict. In the decades ahead, combat will depend less on individual capabilities than the adaptive, integrated strengths of a robust network of weapons, sensors, and analytic tools applied across warfighting domains.

This CIO Strategy aims to provide clear intent to our partners across the Department of the Air Force, the Air and Space Staffs, and the field. This leadership team includes the DAF CIO, Air Force A2/6, and Space Force CTIO, as well as stakeholders from within MAJCOMs, FLDCOMs, and units in the field to execute and bring this vision to fruition. Each Service has its own set of digital priorities articulated in their respective strategic documents. The DAF CIO strategy, like the DoD CIO Strategy, shapes the Services’ guidance in prioritizing efforts.

Our Lines of Effort were chosen because they directly address the needs of the emerging strategic and technological environment in which we operate. Together, these LOEs provide the digital backbone which will enable the Air and Space Forces to improve both user experience and warfighter effectiveness today and achieve competitive advantage tomorrow. Our digital foundation must be rock-solid: it is used to conduct warfighting, collect and pass data, leverage artificial intelligence, develop standards, and manage risk for all our mission and business IT systems.

Partnership with the enterprise and industry is critical to getting this right, recognizing that everything we do is increasingly interconnected. We strive to be outcome-driven, and hope that the LOEs will resonate with our teammates as we work together to build actionable objectives. Our efforts need to be well-coordinated across the DAF and always informed by warfighter requirements. In the near future, we must be ready to execute kill chains in seconds rather than hours.

Preface From the DAF CIO

LEAH G. LAUDERBACK, Lt Gen, USAF Deputy Chief of Staff for Intelligence, Surveillance, Reconnaissance and Cyber Effects Operations

LISA A. COSTA, SES, USSF

Chief Technology and Innovation Officer

LAUREN B. KNAUSENBERGER

Chief Information Officer Department of the Air Force

Strategic Environment

The future digital environment must be interoperable and collaborative, with data-sharing and convergence across domains.

IT PORTFOLIO

MGMT. (PFM)

FUTURE OF

CYBERSECURITY

ACCELERATE CLOUD

ADOPTION

CORE IT & MISSION-

ENABLING SERVICES WORKFORCE

DATA & AI

Figure 1: Future DAF Environment supported by DAF CIO Lines of Effort (LOEs)

CURRENT REALITY

The digital environment in which we live is increasingly complex. This strategy aims to provide unity of effort for the enterprise and decomplicate governance.

STRATEGIC NEEDS TO SUSTAIN FUTURE ADVANTAGE

In the decades ahead, combat will depend less on individual capabilities than the adaptive, integrated strengths of a robust network of weapons, sensors, and analytic tools applied across warfighting domains.

INTEGRATED DAF SYSTEMS

THAT COMMUNICATE WITH

EACH OTHER

SEAMLESS INTEROPERABILITY

WITH THE JOINT FORCE COALITION

ROBUST INTERNET

OPERATIONS PLATFORMS

SURVIVABLE C2 &

LPI/LPD

COMMUNICATIONS

REIMAGINED APPLICATION

AND DATA DEFENSE

INCREASED MISSION

READINESS

AGGREGATE DATA TO PROVIDE TIMELY

RELEVANT INFORMATION TO DECISION MAKERS

STOVEPIPED SYSTEMS

THAT CAN'T SHARE

DATA

WIDE CYBER EXPOSURE

DUE TO MASSIVE ATTACK

SURFACE

COMMS

DISRUPTIONS

ADAPTIVE AND

CROSS-DOMAIN

ADVERSARY THREATS

INSUFFICIENT

AND UNRELIABLE

FUNDING

LACK OF

CLOUD AT THE

TACTICAL EDGE

INCREASING PACE

OF TECHNOLOGICAL

CHANGE

CAPABLE AND WELL-

ROUNDED FORCE LACKS

THE TOOLS IT NEEDS

CHANGES TO THE SECURITY

ENVIRONMENT AND DAF’S

FORCE POSTURE

Strategic Alignment

A C C O U N TA B I L I T Y & M E T R I C SWA R F I G H T E R E F F E C T I V E N E S S

I N V E S T M E N T ST R A N S PA R E N T G OV E R N A N C E

We will take a mission-focused approach to ensure priorities and capabilities increase warfighter experience, effectiveness, and lethality.

We will establish oversight mechanisms with our partners and streamline the delivery environment by having clear roles and responsibilities, O P E R AT I O N A L E XC E L L E N C E

We will ruthlessly attack manual processes and intentionally adopt agile processes to drive throughput and quality of service for all IT and network operations.

GUIDING

PRINCIPLES

We aim to adopt these values when addressing all efforts supporting the IT enterprise:

Mission: Provide the foundation for a secure, digital, and data-centric Air & Space Force on which our competitive advantage relies.

Vision: Deliver decision advantage. Shorten the kill chain.

We will use a governance model that enables quick decisions through repeatable processes and that emphasizes strategic alignment, validated requirements, and transparent stakeholder engagement.

clear accountability outcomes and measuring what matters.

VA LU E - D R I V E N

We will have clear visibility & understanding into DAF’s portfolios to ensure we make informed, data driven strategic decisions regarding current & future IT investments to drive maximum value.

DAF VALUES

DAF IT ROADMAPS

FEDERAL LAW

DOD / DAF GUIDANCE

DAF CIO Strategic Lines of Effort

These Lines of Effort (LOEs) are informed & influenced by the following areas, with specific references throughout this document and the Appendix.

LO E 1 : A C C E L E R AT E C LO U D A D O P T I O N

Evolve cloud capabilities to support agility, resilience, and quality of mission applications from our bases to the tactical edge or an expeditionary environment.

“CLOUD FOR THE WARFIGHTER FROM THE

ENTERPRISE TO THE EDGE”

LO E 2 : F U T U R E O F C Y B E R S EC U R I T Y

Enable a digital warfighting environment based on zero trust that protects our data and critical assets from near peer adversaries, equips cyber defenses, enhances governance, and leverages threat-informed security models for rapid deployment of capabilities.

“A SECURE AND RESILIENT DIGITAL ENVIRONMENT”

LO E 5 : E XC E L L E N C E I N C O R E I T &

M I S S I O N - E N A B L I N G S E R V I C E S

Providing warfighters with reliable and resilient connectivity, devices, digital tools, and data they need to fight & win in any environment.

“DELIVERING PRODUCTIVITY AND MISSION-

CAPABLE SOLUTIONS TO THE WARFIGHTER”

LO E 6 : DATA & A I

Advance and operationalize data and AI to speed our OODA loop, take advantage of machine-driven insights, enable rapid flow of decision-quality data to shorten every kill chain, and improve business effectiveness.

“OPERATIONALIZING DATA FOR DECISION

ADVANTAGE AND AI/ML READINESS”

LO E 4 : IT PORTFOLIO MANAGEMENT (PfM)

Robust oversight and management of digital investments to maximize value on every dollar.

“DELIBERATE & TRANSPARENT STEWARDSHIP

OF IT FUNDING”

LO E 3 : W O R K F O R C E

Build a unified talent management strategy to empower our Total Force Airmen and Guardians with world-class resources, training, and the tools they need to further their professional skills for today's digital environment.

“EMBRACE & EMPOWER TALENT”

STRATEGIC ENVIRONMENT SECAF GUIDANCE (OIs & MIs)

*See Appendix F for more details around this strategic guidance. 4

Strategic LOEs: Impact & Linkages

Desired Operational Impact: Globally distributed cloud computing enables rapid deployment and strong performance of business and mission capabilities from the enterprise to the edge, including disconnected operations. An effective hybrid cloud ecosystem improves cybersecurity and resiliency, enables rapid data sharing, and drives simplicity and transparency for operators. Reducing stovepiped data centers and legacy applications enables investment in modern capabilities. These are critical to our Airmen and Guardians’ ability to establish and maintain warfighting superiority.

LINE OF EFFORT #1: ACCELERATE CLOUD ADOPTION

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

OI2 OI4 OI7 MI5Hybrid and Edge

Optimized, mission-informed data processing and storage to enable Agile Combat Employment and JADC2. Strategically incorporate multi-vendor and multi-level security elements.

Accelerate Adoption Standardize data models, enable consumability, and incentivize cloud migration and adoption across the DAF in a cost-effective manner.

OI7 MI2 MI5

Unified Cloud Offerings

Modernize enterprise cloud offerings to simplify migration, enhance consumability, and maximize interoperability for JADC2.

OI2 OI7 MI5

Modernize On- Premise Compute & Store

Reduce expensive on-premise compute and store requirements in favor of cloud-hosted solutions.

OI2 OI4 OI5 OI7 MI5

Mission Partner Environment for Cloud

Securely enable DAF and mission partners to work collaboratively and effectively at all classification levels.

OI2 OI4 MI5 MI11

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE1/LOE1CloudObjectives.pdf?ver=200Nf0_r11cLS0vvv0OTJg%3d%3d

Desired Operational Impact: Create and continuously enhance a secure and resilient digital environment that protects our data and critical assets from adversaries.

Equip our operators with Sensoring and data integration to see our environment, easily act, and maneuver. All systems are designed up front with threat-informed cybersecurity in mind. Enable cybersecurity processes that improve cyber posture, provide a transparent view of cyber risk, and enable rapid deployment and update of capabilities.

Strategic LOEs: Impact & Linkages

LINE OF EFFORT #2: FUTURE OF CYBERSECURITY

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

Cybersecurity Awareness & Resiliency

Promote cybersecurity awareness and resiliency across the USAF and USSF Total Force. Define and train entire workforce on foundational risk posture for entirety of the USAF and USSF enterprise.

OI1 OI2 OI3 OI4

OI5 OI6 OI7 MI4

Automated Visibility & Instrumentation

Identify, interrogate, and automate vulnerability management of all assets. Rapidly detect and manage cybersecurity incidents.

OI1 OI2 OI3 OI4

OI5 OI6 OI7 MI4

Modernize Risk Management

Adopt a threat-informed risk management approach that emphasizes continuous monitoring, rapid updates, and Continuous Authority to Operate. Maximize automation and simplify the RMF process to enable capability development.

OI7 MI2 MI4

Zero Trust and

ICAM

Implement a Zero Trust architecture that protects data in a cohesive way across multiple classification levels. This includes the foundational identity (ICAM) elements that manage users, credentials, and the access risk based upon the sensitivity of the resources being protected.

OI1 OI2 OI3 OI4

OI5 OI6 OI7

MI4 MI5

Resilient Cyber Defense

Drive cryptographic agility and resiliency across the enterprise. Modernize and innovate to strengthen critical infrastructure resiliency. Incorporate robust automated cybersecurity defenses and equip our cyber defenders to see and defend their terrain.

OI1 OI2 OI3 OI4

OI5 OI6 OI7

MI2 MI4 MI5

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE2/LOE2CybersecurityObjectives.pdf?ver=k6x3P_gFL1wB5r4UIkBzqw%3d%3d

Desired Operational Impact: Enable our DAF workforce to meet future digital challenges and adapt quickly to adopt and operationalize technology and processes that will drive competitive advantage. Empower and equip talent, incentivize performance, and ensure every person has a chance to succeed at the part of our mission where they can drive the most impact and take pride in their contribution.

LINE OF EFFORT #3: WORKFORCE

Strategic LOEs: Impact & Linkages

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

Strategy, Policy, & Governance

Develop a Joint Workforce Strategy in conjunction with key USAF and USSF stakeholders for military and civilians mature the workforce, capitalizing on emerging technologies and retention of key digital talent.

OI7 MI5

Talent Management

Define enterprise approach to capture specialized experience and training in order to meet cyberspace, IT and functional missions needs and realize return on investment of interoperability of manpower, personnel systems, training tools and career broadening opportunities.

OI7 MI2

E-Learning Identify, assess and leverage all available cybersecurity training sources for cyberspace personnel while maintaining relevance with industry standards and practices.

OI7 MI2

DCWF Alignment

Educate workforce to ensure the purpose and intent are understood and that key stakeholders understand their roles, responsibilities, and investment. Revise and update position descriptions to capture applicable DCWF codes and proficiency levels.

OI7 MI4

Workforce of the Future

Ensure personnel are trained and proficient with today's foundational IT concepts as well as equipped to support tomorrow's emerging technologies.

OI7 MI2

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE3/LOE3WorkforceObjectives.pdf?ver=Na4yqYQ_60PGeF8ncrGu1g%3d%3d

Desired Operational Impact: Efficiently spending every penny to deliver capabilities our warfighters need for mission success. This means sunsetting expensive, redundant capabilities and shrewdly negotiating enterprise agreements that balance cost, consumability, and enable choice for high performing teams.

LINE OF EFFORT #4: IT PORTFOLIO MANAGEMENT (PfM)

Strategic LOEs: Impact & Linkages

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

Strategic Alignment

Align IT Portfolio services with business capabilities, focusing on DAF strategic goals. Develop roadmaps to inform IT investments that will achieve desired mission outcomes.

OI2 OI4 OI5

OI7 MI5

Financial Stewardship

Develop a repeatable approach to capture and track the DAF-wide enterprise IT spend to gain and maintain full transparency into the total DAF IT Portfolio ownership.

MI2

Portfolio Optimization

Identify and reduce redundant and inefficient IT spend, incentivize migration to enterprise-wide acquisition vehicles, and standardize and consolidate commodity IT solutions.

MI5

Policy & Governance

Assess existing policies and track the identification, development, and coordination of IT policies to address known gaps of IT management, to include strategic revision of policies, regulations and guidance.

MI5

Category Management

Leverage industry to strategically combine services with streamlined acquisitions to meet DAF requirements into business segment, enabling focused opportunities for consolidation and efficiency.

OI5 OI7

MI6MI5 MI7

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE4/LOE4ITPfMObjectives.pdf?ver=nrRcGXzfprtck7A80upfCw%3d%3d

Desired Operational Impact: Airmen and Guardians can rely on their networks, devices, and the digital tools and data they need for mission success with 99.99+% consistency. Leaders at all levels are confident these services will be there when they need them and provide the capability they need to win.

LINE OF EFFORT #5: EXCELLENCE IN CORE IT & MISSION-ENABLING SERVICES

Strategic LOEs: Impact & Linkages

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

Connectivity & Transport

Establish modernized, secure accessibility utilizing Zero Trust strategies and technology to include SD-WAN, IPv6, and robust space-based and mobile communications as we move toward a multi-level security warfighting environment with nearly ubiquitous connectivity.

OI1 OI2 OI3 OI4

OI5 OI6 OI7 MI5

End User Productivity & Collaboration

Identify and provide the hardware and software our Airmen and Guardians need to work effectively and succeed in their missions. Streamline end user device issuance, software requirements and license management.

OI5 OI7 MI2 MI5

Voice Services

Design and implement automated governance controls to enforce standards, mandatory use vehicles, shared services and compliance with prior approvals for IT acquisition plans, IT spend plans, and the IT budget certification.

OI5 OI7 MI5

NOC/SOC

Deliver a single Network Operations Center and Security Operations Center for the enterprise with integrated and effective automation. Develop next generation monitoring and response capabilities to balance user experience, security, and resilience.

OI1 OI2 OI3 OI4 OI5 OI6

OI7 MI2 MI4 MI5

DevSecOps & Application Support

Enable DevSecOps services for internal and external teams to have a clear path to production and ability to deliver rapid capabilities to the warfighter, maximizing shared resources and code.

OI1 OI2 OI3 OI4 OI5

OI6 OI7 MI4 MI5

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE5/LOE5CoreServicesObjectives.pdf?ver=KlrOhnRCKX-fIgq5-amRHg%3d%3d

Desired Operational Impact: Airmen and Guardians are able to easily access the data they need to make decisions and take action at all levels. Data drives decisions and continuous improvements. Training quality data at scale for algorithm training and analytics. Automation, analytics, and AI designed into all systems from the start.

LINE OF EFFORT #6: DATA & AI

Strategic LOEs: Impact & Linkages

LEGEND: SECAF Operational Imperatives SECAF Management Initiatives

Data-Driven Operations

Codify data policy and governance to direct data investments and resources toward capabilities which augment interoperability and prioritize data integrity and quality, while also maintaining confidentiality, privacy, and security.

OI1 OI2 OI3 OI4

OI5 OI6 OI7

MI2 MI5MI4 MI7

Application and Platform Integration

Entrench AI/ML training-data and algorithmic models which are compliant with OSD’s six foundational tenets for responsible AI implementation across all echelons of the DAF.

OI1 OI2 OI3 OI4

OI5 OI6 OI7

MI4 MI5MI2 MI7

AI/ML Readiness

Establish a federated data ecosystem overlaid and integrated with DAF weapon systems and theater operations to ensure DAF data is visible, accessible, understandable, linked, trustworthy, interoperable, and secure across the force.

OI1 OI2 OI3 OI4

OI5 OI6 OI7

MI5MI4MI2

Innovative Data Solutions

Leverage data, AI/ML, and their emerging technologies to solve DAF challenges related to DAF business enterprise efficiency, mission operations integration, and greater warfighting capacity.

OI2 OI4 OI7

MI5MI4

https://www.safcn.af.mil/Portals/64/Documents/Strategy/LOE6/LOE6DataAIObjectives.pdf?ver=MS0d6wD_behzDIboXN5XOw%3d%3d

Strategy Next Steps

Track Progress Toward Goals

Review

Strategy

Annually

Maintain Continuous Communication

Align to Strategic Guidance

Mission Vision Guiding

Principles

Objectives Objectives Objectives Objectives Objectives

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Strategic Lines of Effort (LOEs)

STRATEGY DEVELOPMENT FRAMEWORK

DOD/DAF Strategic

Guidance Statutory Requirements

DAF CIO Strategy

The DAF CIO Strategy serves as the starting point for each LOE and should inform the development of a follow-on, actionable Implementation Plan to map a path to achieve each Objective's desired ends.

IMPLEMENTATION

PLAN

This document is intended to drive next steps through an Implementation Plan with key stakeholders. This will link Ends, Ways, and Means, building on this strategy to implement the Objectives included within each

LOE.

LOEs &

OBJECTIVES

We will continue to refine these LOEs and Objectives as budget conditions, technology, and the security environment call for.

Each Objective will have an OPR to manage its progress with representatives from relevant organizations.

RISKS, REQUIREMENTS

& PRIORITIES

We must identify risks, requirements, and priorities informed by the strategic landscape, effectively leveraging the DAF’s corporate structure to plug into the Planning, Programming, Budgeting, and Execution (PPBE) process.

Strategy is meant to be adaptive and iterative. We expect this document to change as priorities, resourcing, industry trends, and standards allow.

In accordance with good governance practices, Commands and HQ elements should first work issues through their respective Service’s Deputy CIO, prior to coordinating directly with the DAF CIO staff for enterprise assistance.

Additional DAF CIO Publications

Additional guidance within the Enterprise IT umbrella will be shared here when published, as this document cannot comprehensively address all challenges. Future publications will use this DAF CIO Strategy as an anchor to guide their development & progress.

Network Operations &

Modernization

Hybrid and Edge Cloud

SAP IT

Zero Trust

ICAM

Cybersecurity

Sensoring

Data

Artificial Intelligence

Automation

SAF/CN Website DAF Enabling Capabilities Roadmap http://www.safcn.af.mil/ https://www.safcn.af.mil/Portals/64/Documents/Strategy/DAFEnablingITCapabilitiesRoadmap.pdf

FOLLOW THE CIO ONLINE

DAF CIO Site http://www.safcn.af.mil/

DAF CIO Facebook Page https://www.facebook.com/DAFChiefInformationOfficer http://www.safcn.af.mil/ http://www.safcn.af.mil/ https://www.facebook.com/DAFChiefInformationOfficer https://www.facebook.com/DAFChiefInformationOfficer

Appendix A

Implementation Guidance

LOES

OBJECTIVES

SUB-OBJECTIVES

TASKS

Derived from DoD and DAF strategic guidance; championed by a senior leader (SES/GO)

Goal statements for 3-5 years out;

OPR is O-6/GS-15 or equivalent, with multiple OCRs as required

As needed, multiple actions that must be coordinated over different FYs to achieve the Objective; OPR may be any rank/level, with multiple OCRs as required

Specific actions that must be accomplished within a defined timeframe; no OCRs, just assigning OPR responsibility (any rank/level)

STRATEGIC I-PLAN ELEMENTS

Background The separate internal Implementation Plan will provide the means to action for our proposed Objectives included within each LOE. Each Objective's working group will ideally be led by an O-6/GS-15 (or equivalent) assigned and responsible to manage its progress and coordinate across the Department as required.

TERMS

WHAT THEY

MEAN

WHERE YOU

FIND THEM

WHO’S THE

CONSUMER

Guidance

Non-binding or prescriptive;

designed to give direction and general intent, absent specific tasks

SAF/CN Website

Peer & subordinate organizations, and stakeholders, who rely on an overarching direction

Roadmap Broad time series set of milestones to deliver a capability/initiative

SAF/CN Website DAF organizations with equity in the standards & development of IT capabilities

Implementation Plan

Internal staff document, designed to map-out the Ways & Means to achieve the desired Objectives

N/A, Internal to government stakeholders

Relevant stakeholders, to ensure unity of effort and synchronization of sub-objectives & tasks

Strategy A broad plan of action, aimed to articulate & achieve major goals

This document;

references to others in Appendix F

Written for Enterprise-wide stakeholders, but accessible to the field and industry

Policy

Standards or requirements adopted by and enforced through governance processes

DAF E-Publishing and/or SAF/CN Website

DAF enterprise, as appropriate

TAXONOMY

Appendix B

Tracking LOE Progress

EXAMPLE:

Explanation of Tracking Process Some of the Objectives included within the LOEs for the DAF CIO Strategy can be accomplished by a single organization and in the immediate future. However, many Objectives will require deliberate, regular focus from working groups consisting of representatives from across the Headquarters Staffs, operational units, and the field.

Therefore, the update mechanism below will be used to ensure that these Objectives become a part of our regular tempo and battle rhythms. Reporting should follow the sub-objectives and tasks in line with the steps proposed by the OPR and approved by that LOE’s Champion. Updates to this Appendix and even the Objectives themselves may be necessary as we make progress and evolve our business rules.

The DAF CIO’s Strategy & Policy Division, working with Objective OPRs will track reporting and progress of the Objectives linked to within this Strategy. After an OPR has provided an update, the most current information will be uploaded to a SharePoint page where any Senior Leader with Enterprise IT equity can access its most recent status.

A p p e n d ix C

D A

F C

IO

S tr a te g y Sn a p sh o t

Appendix D

SECAF Strategic References

SECAF Management Initiatives (MIs)

INTENT: Improve the efficiency and effectiveness of how the DAF headquarters staff operates.

MI-1. Assess Secretariat/Service staffs, relationships, and mission directives to recommend improvement actions

MI-2. Assess current management metrics for DAF headquarters staff elements, recommend changes, and institute annual reporting requirements for each major staff element within the Secretariat and Services

MI-3. Evaluate the analytical capacity of DAF organizations, tools, and human capital, especially regarding operations research and systems analysis, modeling and simulation and recommend steps to strengthen this capacity

MI-4. Evaluate the DAF Cybersecurity and Cyber Defense posture and recommend changes to achieve resilient and essential warfighting capabilities against peer competitors

MI-5. Review and determine information technology investments with the highest return on investments to improve DAF organizational efficiency with a focus on achieving financial performance improvements

MI-6. Evaluate DAF cost structure in order to understand overhead/fixed costs and relationships between force structure and total cost and recommend changes to improve 'tooth-to-tail' ratios

MI-7. Assess technology transition mechanisms and pipelines for speed and effectiveness and recommend actions to streamline processes

MI-8. Assess how DAF institutional resources align with the National Defense Strategy

MI-9. Assess posture and capacity of the DAF to provide organic technical excellence needed for strategic competition, with emphasis on engineering and scientific expertise, and recommend improvement steps

MI-10. Identify approaches to close the gap between senior leaders' and rank-and-file members' understanding of barriers to service for females and Airmen and Guardians from under-represented groups

MI-11. Assess current DAF strategic international affairs capacity and identify approaches to develop international relationships, partnerships, and agreements needed for strategic competition

SECAF Operational Imperatives (OIs)

INTENT: Instill a sense of urgency about our efforts to modernize and to ensure that we improve our operational posture and ensure Airmen & Guardians have the resources, systems, and equipment they need to perform.

OI-1. Defining Resilient and Effective Space Order of Battle and Architectures

OI-2. Achieving Operationally Optimized Advanced Battle Management Systems (ABMS) / DAF Joint All-Domain Command & Control (JADC2)

OI-3. Achieving Moving Target Engagement at Scale in a Highly Contested Environment

OI-4. Defining the Next Generation Air Dominance (NGAD) Family of Systems

OI-5. Defining Optimized Resilient Forward Basing, Sustainment, and Communications in a Contested Environment

OI-6. Defining the B-21 Long Range Strike Family of Systems

OI-7. Readiness of the Department of the Air Force to Transition to a Wartime Posture Against a Peer Competitor

*These are subject to change – current as of publication date (30 September 2022).

To enable the Department's warfighting mission, the DAF CIO has both statutory and delegated authorities to deliver the following functions.

1. LEADERSHIP &

ACCOUNTABILITY

Essential to the success of the entire DAF IT Enterprise.

2. STRATEGIC PLANNING

Developing IT, data, and AI capabilities that serve as the foundation for tomorrow’s Air & Space Force.

3. INVESTMENT/

PORTFOLIO MGMT.

Structure portfolios that meet DAF needs in a cost-effective manner.

4. BUDGETING

Oversight and reporting of all IT and National Security System funding allocations.

6. POLICY

Understand & enforce statutory CIO & CDO responsibilities, develop DAF-wide policies for accountability, and eliminate redundant & inefficient policies.

5. GOVERNANCE

(DECISION MAKING)

Effectively use governance mechanisms and data-driven insights to ensure unity of effort amongst organizations.

7. WORKFORCE

(HIGH PERF.)

Build and maintain a high-performing team continually adding relevant expertise to the organization.

8. STRATEGIC

COMMUNICATIONS

Effectively communicate to strategy, guidance, and policy to IT, data, and AI stakeholders.

9. INFO RESOURCES MGMT.

Resourcefully execute records management and FOIA responsibilities.

10. IT PERFORMANCE

MGMT.

Develop performance metrics to demonstrate the effectiveness of IT within the organization.

11. INFO SECURITY &

PRIVACY RISK

Articulate and manage risk according to DAF security and privacy policies.

12. ENTERPRISE ARCHITECTURE

Manage & design the architecture that facilitates interoperability of DAF capabilities and systems across the globe.

13. DATA

Ensuring data is visible, accessible, understandable, linked, trustworthy, interoperable, and secured

(VAULTIS).

14. ARTIFICIAL

INTELLIGENCE

Integrating AI into DAF operations and developing ethical AI policy and governance.

FUNCTIONAL

AREAS

Appendix E

DAF CIO Functions & Authorities

CIO Function Authoritative Reference

1 1. 44 USC Section 3506

2. 44 USC Section 3520

2 1. 40 USC Section 11319

2. 40 USC Section 11315

1. OMB M-13-09

2. Management and Oversight of Federal Information Technology.

3. 40 USC Section 11319

4. 40 USC Section 11315

1. 40 USC Section 11319

2. OMB M-15-14

3. OMB Circular A-11

5 1. 40 USC Section 11319

1. 44 USC Section 3506

2. 44 USC Section 3506

3. 44 USC Section 3506

1. DoDD 5144.02

2. 40 USC Section 319

3. 44 USC Section 3506

4. 40 USC Section 11315

5. Enhancing the Effectiveness of Agency Chief Information Officers. May 2018.

LEADERSHIP &

ACCOUNTABILITY

STRATEGIC

PLANNING

INVESTMENT/

PORTFOLIO MGMT.

BUDGETING

GOVERNANCE

(DECISION MAKING)

POLICY

WORKFORCE

(HIGH PERF.)

The DAF CIO’s role is to enable the organization’s mission through the effective use of information resources and information technology. The CIO’s role has been expanded through several key acts of Congress.

https://www.law.cornell.edu/uscode/text/44/3506 https://uscode.house.gov/view.xhtml?req=granuleid:USC-prelim-title44-section3520A&num=0&edition=prelim https://uscode.house.gov/view.xhtml?req=(title:40%20section:11319%20edition:

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https://obamawhitehouse.archives.gov/sites/default/files/omb/memoranda/2015/ https://www.whitehouse.gov/wp-content/uploads/2018/06/a11.pdf https://uscode.house.gov/view.xhtml?req=(title:40%20section:11319%20edition:

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https://secure-web.cisco.com/1zkSDVtqtdkgsVFNIvMNH0ZjHbMUAUySlfMqWoSZ9Ogu5rB4E55B3rNK1uoRzxiO1dSGNrar-RAcbaTrsPxtWYC1kQxqJhHWWnUfiwA6cAJpduic7GvOnCMwzrcqmjTclS_hLNQFna6oRf-PaUDNuZxayeFPKBo9Z8AdT9tIRRZoSFHn05Y9p1Ru6VUAQKC9GJvHxRmbDz6IkwojclqhMk0iTUT7_4x1DQAzbX3awpiXuq6GR6aP-yxkdp9n8QpGAhkC2Zxiv39JvfPUcWMejWwG7zSCBUYGh6dJwmHdHV900zXvaTf5BkYtBaxR7J5gkom2NHjR8xNlj82WtwrE3XhaVqDQVQn1uANPD5niKLWfkR2hmmShhuOwV35L4G7T-_JFRPnV9hO9nhPy8LGp3gioIy61BsJh-kE0Ca_Ad9zTawcQlm6YJnkpbV7lx6X4onqShtr3cLvLdr3_xtF4-bYpTMPsLxS59AqfVQIIvuPcnzOeI2r_8ozPc_IbP7rABkJifzXRjooxM6Hf_LWi3vg/https%3A%2F%2Fwww.federalregister.gov%2Fdocuments%2F2018%2F05%2F18%2F2018-10855%2Fenhancing-

CIO Function Authoritative Reference

8 1. 44 USC Section 3506

9 1. 44 USC Section 3506

10 1. OMB Circular A-11

2. Public Law 111-352. GPRA Modernization Act of 2010.

11 1. Federal Information Security Modernization Act of 2014 (FISMA).

2. 5 USC Section 552

12 1. OMB Circular A-130

1. 44 USC Section 3504

2. 44 USC Section 3506

3. 44 USC Section 3511

4. 44 USC Section 3520

5. M-19-23

6. DoDI 8320.07

14 1. Executive Order 13859, Feb 2019

2. Executive Order 13960, Dec 2020

IT PERFORMANCE

MGMT.

INFO RESOURCES

MGMT.

INFO SECURITY &

PRIVACY RISK

ENTERPRISE

ARCHITECTURE

DATA

ARTIFICIAL

INTELLIGENCE

STRATEGIC

COMMUNICATIONS

https://www.law.cornell.edu/uscode/text/44/3506 https://secure-web.cisco.com/1XNhe7mBQU_z1o79yH0pIRrapo9Ji5e_qtqYz94LDSztEzANKzbUXcB7ZD30aXm0NVhsMmq-2uP9ozOkCwhTAwC8sVZt6XjcJf4_h6cWfDD8j-kqpPI9wj-CGUSCtUvGkYprNwtq2iHBcB9z8u_c_jR0yCRhAHXk2cI6GNjX3okbwv9z746_IYK1LybPWazyUFkHWfqlvmYGe-4L3G3okkwbwyCMACj-kS6H7ZOa3cjpKps5MgFku7P-Lzuhn8iYwP2UWBQFI1IGVbnIBgKEfhqoIruBlOgz7qRLtUJtw9vO8QRQpZZ4LKR5wcl1Ap89FsJwgQG_vVaEuG8xQBX7w3_qA7-zXwM4Rr1qJna_Wnxv3uu6jp5aJDAwbYi-0bVqxu0BciZUfNxpq4qeu8SQ9FzF6IbBwxpWzsjeJFR2a8TOqgu7oA1cbFyFbBrM1d0h9Ru0FFIJiO5Mn8INMfmiJNeS7hOfC9nMzsDOAR9lzvjHbDcRpO-6iRMTD2GyzKn9bEnWLys5A5pCHBik4TVX76A/https%3A%2F%2Fwww.law.cornell.edu%2Fuscode%2Ftext%2F44%2F3506 https://www.whitehouse.gov/wp-content/uploads/2018/06/a11.pdf https://secure-web.cisco.com/116dIMT9e3PbqV7v-s4pk7-n8Oe4_szue0-W8ugkRYORGxWivhpkVmk1PkdS4FOWD08IcCSjHUIcetXadzbVq0FV6vBQibnfGyAPAoF_YkwaA3Dlm413JMwiUINFbc6q-p9Lx10fElHDtCiNsAUQ1vx7SR5L5mpRJIGjdF2xAqqeKP2l5FsPk9vWTV4DozCADeTLL2DPzjUetmJGcBpX6CEKC2VKXRdrYcnZGtOby8bTS_GkBTvRJjAZfLvvj2dnx7rNmhqaxToV9sE16phjIvPqf07nACtYmps1grdgDLrAsU06ZIsnv06QCmCNKVWXlUgVCXnw55bYQK1arplVwh1a17KzaR1yJO2KsEgNMgHjQVK_OPyPm-D6Ik6_QOayga4UA6nTsqFQJqYr58Ykm0mXna0_oeMXIXbNbMKmE1xeGdcZgXyPac1CSnCQiLuzjaKzn6TC78-YMTQSxy45zLBpunJEvADRoXdiODMgS7C_7AZFh7tWyHP0BnWhQhYwFCfhuh22Rcr6-MgKhYwNODQ/https%3A%2F%2Fwww.govinfo.gov%2Fcontent%2Fpkg%2FPLAW111publ352%2Fhtml%2FPLAW-111publ352.htm https://secure-web.cisco.com/1Rkh3SjnJE8sST-FkYTPfLXgZM9s9prH81mkTFgcnHF0v5EHGZhz7pdG194-LlklpCZojfI_4US1WAF2XwQk-qyVJnyrBUDm-M7OerxzjCPL8P-kZXpjho31b0lehnohWvut5Mh2o149Z7ccDn0Q0dkUJYifTburkqMu9YTjhK1yDnHEpJqpY65B2K6E3TDGesBZ7afm-Ar2cbi2wL73rv1IeP2g9zZ28BVUys5YUCbJQm2O56JrBsZ1nGgJIjFoNW2-N4Tp7YnYoWNMhgz6dEmN2FhEkecs4eLHkTK-EUBXxGYkg1c4JWcrWn43nSO-XP3f8IbBPZO_T0BSaHBuZBLPJgtI5kYFrLSyD6_3Y5FTftO42IQ1wy6Kq169PNI6L3MgrqZU1AWDTahXwI3LBYoAYnHlBTPH8WK4JZk92hntVTFYrS1Oqn-y-STa-8cYE2sQhmSdFsAUdqo83EDf0aUojzfpIAsoC0BTcU_75ub4yAncThM72hnMfIF39IFsCj47L2VvhwxWzpwoPW--fWg/https%3A%2F%2Fwww.congress.gov%2Fbill%2F113thcongress%2Fsenate-bill%2F2521%2Ftext%20119%20118%205 https://www.law.cornell.edu/uscode/text/5/552a https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/OMB/circ https://www.law.cornell.edu/uscode/text/44/3504 https://www.law.cornell.edu/uscode/text/44/3506 https://lawrina.com/us-law/federal/codes/title-44/chapter-35/subchapter-i/sec-3511/ https://uscode.house.gov/view.xhtml?req=granuleid:USC-prelim-title44-section3520A&num=0&edition=prelim https://www.whitehouse.gov/wp-content/uploads/2019/07/M-19-23.pdf https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/832007p.pdf https://www.epa.gov/laws-regulations/summary-executive-order-13859-maintaining-american-leadership-artificial#:~:text=13859%20%2D%20Maintaining%20American%20Leadership%20in%20Artificial%20Intelligence%20%2D%20was%20issued%20in,economic%20competitiveness%2C%20and%20national%20security.

https://www.federalregister.gov/documents/2020/12/08/2020-27065/promoting-the-use-of-trustworthy-artificial-intelligence-in-the-federal-government

Appendix F

DOD / DAF Strategic References

Document Source Text

DoD Digital Modernization Strategy

• Innovate for Competitive Advantage

• Optimize for Efficiencies and Improved Capability

• Evolve Cybersecurity for an Agile and Resilient Defense

Posture

• Cultivate Talent for a Ready Digital Workforce

DoD CIO Capabilities Programming Guidance (Please access via SIPR)

• Cybersecurity/Zero Trust & Crypto Modernization

• SAP Information Technology & ICAM

• Software Modernization, DevSecOps, and Cloud Adoption

• C3, Resilient PNT/GPS systems, SATCOM

• Data & Cloud/Datacenter Optimization

2022 National Defense Strategy

"Building enduring advantages [...] involves undertaking reforms to accelerate force development, getting the technology we need more quickly, and making investments in the extraordinary people of the Department..."

DAF Digital Transformation Strategy (In Draft)

"The DAF must make bold investments in transformative digital technologies, build a well-trained workforce to execute the full range of Air & Space Force missions in complex technological environments, and quickly put the right data in the hands of decision-makers."

DAF Enabling IT Capabilities Roadmap

• Robust Internet Operations Platforms

• Survivable C2 & Communications

• Reimagined Application & Data Defense

• Increased Mission Readiness

USAF Strategic Master Plan

"We must continue to pursue radical improvements in technology, that when combined with new approaches and organizational changes, expand or maintain asymmetric advantages over adversaries."

CSAF Action Order “Accelerate Change or Lose”

" Integrate concepts for homeland defense and integrated deterrence [...] with operating concepts aimed at denying adversaries their operational and strategic objectives."

USSF Vision for a Digital Service

"The USSF [...] will be an interconnected, innovative, digitally dominant force [...which requires us...] to amass a technologically adept, "digitally fluent" space cadre more proficient, efficient, and agile than any other force in history."

Additional documents referenced in this strategy are linked on the SAF/CN webpage: http://www.safcn.af.mil/ https://secure-web.cisco.com/1OJknOkMh1WgABKtHrmrSGtNInXOFYyi9abhpYEJpW5WK8E5tRATHaFj_JIuqg3S0lH9dqVScVa9h2Bb5UYB5d56WdnvMMi3NHykxzdzau5d5jVjQcextK4bfEFWSw2gch8VdnPNpTUe3UG3GTMbOF_vLmvH-f5Q0motZAJqbqRmyDd9QX6skx7Mezzl2ycRfmP0BIrpX_EGyDBeBX-ffxby7JWZb-_-7EKOhW0kUN7LmXL9rV5gzrDA7sagAooeDjGh0JOespcj5UYq0T2Sdh5akgDQmrIqLVwHBImVa-VlT2Ve7SQWvR1yIu4y6kUjoFxpvC7xwFijGoITUqYTO_AK3DA_t5IWocc1IGsDZyAf0cSnFVYd_wOmomUFwlHGbgo4TdwAK3En_m4VsnmYFucfCn5dkZarlX1qyxFr_wLT6kflqEIg0n8EEjhisXGd3fC085USBiDw-5XyfXy6TVozSgIDSikymWwn-85GpXT785l_FvPwYIVyrspK3seZ4IG-z2Ty_TkmZFW0sQWx_eg/https%3A%2F%2Fmedia.defense.gov%2F2019%2FJul%2F12%2F2002156622%2F-1%2F-1%2F1%2FDOD-DIGITAL-MODERNI https://media.defense.gov/2022/Mar/28/2002964702/-1/-1/1/NDS-FACT-SHEET.PDF https://www.safcn.af.mil/Portals/64/Documents/Strategy/DAFEnablingITCapabilitiesRoadmap.pdf https://secure-web.cisco.com/1-mmAbMVfjx82LC0x_C2GltRi6KGaOimijDeeYmiYYZeT33_l4meNyK4TwJRCbZwK5x5DuocaiI4qNz16lg5Y8oJrUoIarC_ewt6LWdkkbr2s5XZvP32nyn6wBM3ovopZXX_c3e8HpUYsCphSRhFa-vWsGqc2Kt2ynkorulv48UnHffi2l7tJD5XqL3bIfaQsTGlmC4JyhDUoCpFEzTyY2YbfFd3mIJfD9KWoFNtIKiWV3O6AkyN7RCIz6a1_ppNW0ceg0K0oJ-A6D2EZSRgUAJTRRq2sVxxB0C6wSgaN9Fwlr4Ce7KRgJ2Mcvt5JPjerkpIjCt_l4dpy8TjK-10KfcktnVSIYSkw-fWwPCIwxReh2oUDRZdhM9v9u-s0Hks37bMTGSypp7aKTYm_18sUqHfBMR8_p3cm1P39grj1te-El1PTdUCWlW0bjIih9HcIBdvWXUe8kZNVxQTwR7XYKUCQDuPfA-kGGmfJf3Z3FGDSxIqtsz06AZZTyXV4tuIhjPvg4wR8yRKKZ-xBd2mDwg/https%3A%2F%2Fwww.af.mil%2FPortals%2F1%2Fdocuments%2FForce%2520Management%2FStrategic_Master_P https://secure-web.cisco.com/1aDo4lo8DMoVE_LFaPmKWr79z5UjDM6-wKpws_3js-i4mkqd9KfLaOVKAeHuJiZDbdGBLchi8XdQ0zWeOu4NgqH9Wg6werPFGyw3t_6aI6Uo3R_U8jPpDSJ3ShC7sU9l5jP2wsdtYpX4q_fiq4NMhGaWNzV-t22LhBYTdZbyQ7VqUWO7MbRTuJuC6bELbjO6rfx-cH_jI1f5xHL1D3WI2SOaDfavvvBwY0TbILsqGl0FyraPXfmBi0AqHOyeSxjggIDccJzPsiSisp07rWbBHK1EnOTXTeoGsaixydpCxx-8bEIGlQcedi3r3jea-o8QURpZsNI70UbI9ekpFfITySvIDotr-ih_tnUh8W_3wuDmxwUpHbS70DHUyQFcAYNLN4MgXEm7iYCrntTlm2zc2jd2mWGQ1ofWD5vkWB07NGHYbr_-_ntELlMv3Ll1wPoAD3ygizeiEFubdib7RS7v80wS-aCzr6rfl3cUaTtMhwatGHlGBlGRwAnx1sl50_VJX6DbvVkWIKxTWT06ikposqw/https%3A%2F%2Fwww.af.mil%2FPortals%2F1%2Fdocuments%2F2022SAF%2FFINAL_Modified_Action_Orders https://secure-web.cisco.com/1GYWzT4WsGVMAwVNxULkr1gHdeLTiH0idIBZUqBjeRlHMWOu4cFAKFfF-lTfQ1duh46S82R-hnXGyUmyqjPMuHUe0K9ZdZRjfxipsd_9ZymEvP9MhviP7cA9UXQ-N9a-0FdL8JUBphZRmXlqbRw1lcjg6nCoUsPPxR515hqEFVxojRdff5iiuAQgFfQsKXo2G8l0qUXir4KZUICKIAOB4n1cfVpLdA93BKQZJAZvO3v-qHqPJjAuiqwSUynnPHkwovSq239X0IVrnhVGRNbZhxfbD15YZlu1k-KMA3bZ2kq6EqZcuwenyhgxR10xnjJOhwWKdimQEo23bojzsVXrCwbK8836HR954hlyhPB0RozV9I55U5lzqgnC0gUr2fVPslhDzk8BJz9xGtqsrMKdhx6-DC3PLSTL1KOhxAVZIp9zXjB33FEhkUw5hqtp0gaxi2ZBB9TcsUN-5B2DiG95_8SI6-0KxtzLyKUfSKgOyFBGxbf5yocRCyacjvIxC0TkT9CQDZdd3GbmvzUywMEY3tQ/https%3A%2F%2Fmedia.defense.gov%2F2021%2FMay%2F06%2F2002635623%2F-1%2F-1%2F1%2FUSSF%2520VISION%2520FOR http://www.safcn.af.mil/