Directorate of Communications Operations sets strategic course.On 30 April 2002, the Directorate of Communications Operations (AF/ILC) was established under the Deputy Chief of Staff (DCS (1) See also DSC.
(2) Digital Cross-connect System) A network switching and grooming device used by telecom carriers. See digital cross-connect. ), Installations and Logistics (AF/IL). This directorate was formed in conjunction with the standup of the new DCS for Warfighting Integration (AF/XI). As a result, the DCS, Communications and Information (AF/SC) was disestablished.
These changes have twofold importance. The alignment of command and control, communications and computers, and intelligence, surveillance, and reconnaissance An activity that synchronizes and integrates the planning and operation of sensors, assets, and processing, exploitation, and dissemination systems in direct support of current and future operations. This is an integrated intelligence and operations function. Also called ISR. under the DCS for Warfighting Integration allows the Air Force to concentrate on integrated planning, programming, and modernization of manned and unmanned space systems and infrastructure to close the seams in the find, fix, track, target, engage, and assess (F2T2EA F2T2EA Find, Fix, Track, Target, Engage, Assess (targeting of hostile forces) ) kill chain. At the same time, the formation of the Directorate of Communications Operations under the DCS, Installations and Logistics ensures a keen focus on the Air Force communications and information (C&I) network and systems operations, maintenance, and readiness, to include resource advocacy, enterprise information management, force structure, and career management for C&I professionals worldwide.
To ensure this focus is sharply tuned to current Air Force needs and challenges, the Directorate of Communications Operations recently put forth its mission statement and a clear vision of the role it will fulfill for C&I professionals throughout the Air Force. The AF/ILC mission--To develop communications and information policies and procedures Policies and Procedures are a set of documents that describe an organization's policies for operation and the procedures necessary to fulfill the policies. They are often initiated because of some external requirement, such as environmental compliance or other governmental for Air Force enterprise operations and maintenance and ensure communications and information professionals Air Force-wide are organized, trained, and equipped for full-spectrum operations- establishes ILC's major functions, which include C&I career-field management and force development, resource advocacy, force structure, aerospace expeditionary force sustainment, C&I readiness, information assurance standards, and policy and guidance for Air Force enterprise operations and maintenance, records management, information management, visual information, publishing and postal operations, C&I systems, telecommunications, wireless, navigational aids, and long-haul network.
ILC's vision is to be recognized by its constituents: joint, major command (MAJCOM MAJCOM Major Command (USAF) ), and wing commanders; Air Staff and Department of Defense agency partner; and most important, C&I professionals throughout the Air Force as the Air Force advocate for communications and information operations, maintenance, and readiness.
The ILC ILC International Law Commission (United Nations)
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ILC International Land Coalition strategic goals and supporting objectives, defined by ILC leaders, address many challenges and opportunities affecting C&I operations, maintenance, and readiness-- including, but not limited to, organizational realignments, evolving Air Force missions, stressed career fields, high ops tempo, resource constraints, and rapid technological change. The goals are designed to extend over several years, providing strategic focus for the organization.
USAFIILC Strategic Goals
1. Ensure efficiently sized, secure, reliable, and robust global communications and information capabilities to support expeditionary air force requirements.
2. Ensure communication and information assets are seamlessly integrated into operational missions to satisfy Air Force requirements.
3. Partner with AF/XI and AF/IL to advocate for resources to completely fund operations, maintenance, and sustainment of existing communication and information systems and manpower.
4. Implement a career-management master plan that outlines specific retention, education and training, and career development initiatives for all military and civilian communication and information career fields
5. Actively and responsively communicate with MAJCOMs on all communication and information issues and provide effective, timely policy and guidance, resources, and other support to meet operational, maintenance, and readiness needs.
6. Provide frequent opportunities for mentoring, professional development, and communication and information crosstalk with the Air Force Senior Communicator, Air Force Chief Information Officer, and other key partners.
7. Actively articulate AF/ILC roles and responsibilities across the Air Force and seek the necessary span of control, associated resources, and manpower to ensure AF/ILC's ability to provide policy and guidance, resources, and support for effective and efficient operation and maintenance of the Air Force enterprise.
These goals and their supporting objectives are published in the 2002-2003 HQ USAF/ILC Strategic Plan. Department of Defense agencies may request a copy from Lieutenant Colonel Kim Crider, email@example.com, DSN DSN - Digital Switched Network 478-1737.
Lieutenant Colonel Crider is the Individual Mobilization Augmentee An individual reservist attending drills who receives training and is preassigned to an Active Component organization, a Selective Service System, or a Federal Emergency Management Agency billet that must be filled on, or shortly after, mobilization. to the Director, Directorate of Communications Operations, Deputy Chief of Staff for Installations and Logistics, Washington DC.