Department of Defense 

Report to Congressional Defense Committees 

Interim Report on Organizational and Management Structure for the 

National Security Space Components of the Department of Defense 

1 March 2018 

The estimated cost of this report for the Department of Defense is 

approximately $17,000 in Fiscal Year 2018. This includes $0 in 

expenses and $17,000 in DoD labor. 

Generated on 2018Mar01 ReflD: E-CE3EC0E 

Page 1 of 11 
National Defense Authorization Act for Fiscal Year 2018, Public Law 115-91, Section 1601 

(c) REVIEW OF STRUCTURE.-

(]) REVIEW- The Deputy Secretary of Defense shall conduct a review and identify a 

recommended organizational and management structure for the national security space 

components of the Department of Defense, including the Air Force Space Command, that 

implements the organizational policy guidance expressed in this section and the amendments 

made by this section. 

(2) INTERIM REPORT- Not later than March 1, 2018, the Deputy Secretary of Defense 

shall submit to the Congressional defense committees an interim report on the review and 

recommended organizational and management structure for the national security space 

components of the Department of Defense, including the Air Force Space Command, under 

paragraph(]). 

(3) FINAL REPORT- Not later than August 1, 2018, the Deputy Secretary of Defense shall 

submit to the Congressional defense committees a final report on the review and recommended 

organizational and management structure for the national security space components of the 

Department of Defense, including the Air Force Space Command, under paragraph(]), 

including-

(A) a proposed implementation plan/or how the Deputy Secretary would implement the 

recommendations; 

(BJ recommendations for revisions to appointments and qualifications, duties and powers, 

and precedent in the Department; 

(CJ recommendations for such legislative and administrative action, including conforming 

and other amendments to law, as the Deputy Secretary considers appropriate to 

implement the plan; and 

(DJ any other matters that the Deputy Secretary considers appropriate. 

(4) PROHIBITION ON DELEGATION- The Deputy Secretary of Defense may not delegate 

the authority to carry out this subsection. 

Page 2 of 11 
INTERIM REPORT ON 

ORGANIZATIONAL AND MANAGEMENT STRUCTURE 

FOR THE NATIONAL SECURITY SPACE COMPONENTS OF 

THE DEPARTMENT OF DEFENSE 

REPORT REQUIREMENT 

Pursuant to Section 1601 ( c) of the National Defense Authorization Act (NOAA) for Fiscal Year (FY) 

2018, Public Law 115-91, this interim report previews the major focus areas in our review of the 

organizational and management structure of Department of Defense's (DoD) national security space 

components. A final report on this topic will be submitted to Congressional defense committees not later 

than August 1, 2018. 

INTRODUCTION 

Recognizing that space has become a warfighting domain, this Administration, through its National 

Security Strategy and National Strategy for Space, has placed a high priority on securing the nation's vital 

interest of unfettered access to and freedom to operate in space. The Department of Defense is acting in 

concert with this strategic direction through the 2018 National Defense Strategy (NDS) and the FY 2019 

budget request. 

The NDS identifies the reemergence of long-term strategic competition, rapid dispersion of technologies, 

and new concepts of warfare and competition that span the entire spectrum of conflict, requiring a Joint 

Force structured to match this reality. Long-term strategic competition with China and Russia are the 

principal priorities for the Department because of the magnitude of the threats they pose to U.S. security 

and prosperity today, and the potential for those threats to increase in the future. The NDS highlights the 

emerging threats to commercial and military space, prioritizing investments in resilience, reconstitution, 

and operations to ensure our space capabilities. 

"Russia and China are developing 

new offensive capabilities designed 

to deafen and blind America in a 

future conflict. " 

- Reps. Mike Rogers and Jim Cooper 

Space is integral to the modern way of warfare. Military 

forces shoot, maneuver, and communicate. Space 

capabilities compound the speed, precision, accuracy, and 

clarity of these functions, making the force more lethal at less 

cost in lives and resources. While the United States has 

historically maintained a technological advantage over 

potential adversaries, those countries are rapidly leveraging 

technology to counter the U.S. The Department delivers 

space systems that are reliable, meet warfighter requirements, and are considered better than those of our 

adversaries. However, these systems are vulnerable and we appear to be losing our advantages. To 

ensure continued pre-eminence in space, the Department must fundamentally change the way it delivers 

space capabilities as a key component of a lethal, resilient, and rapidly adapting Joint Force. 

Page 3 of 11 
PROGRESS TO DATE 

Significant change is underway in the national space enterprise. President Trump has reestablished the 

National Space Council under the leadership of Vice President Pence, showing a serious commitment to 

space at the highest levels of the Administration. The new National Security Strategy (NSS) specifically 

addresses both the importance of the U.S. space capabilities 

and the changes that are putting those capabilities at risk. 

And the National Strategy for Space is driving toward clear 

goals to ensure U.S. leadership in space. 

The Department of Defense is actively working across a 

range of areas to ensure that we are prepared for space as a 

warfighting domain. The National Defense Strategy (NOS) 

calls for prioritizing "investments in resilience, 

reconstitution, and operations to assure our space 

capabilities." Additionally, the NOS priority on strategic 

competition with China and Russia has led to significant 

policy and budget changes within the Department. The FY 

2019 budget request reflects these changes. 

"The United States considers 

unfettered access to and freedom to 

operate in space to be a vital interest. 

Any harrriful interference with or an 

attack upon critical components of our 

space architecture that directly affects 

this vital US. interest will be met with 

a deliberate response at a time, place, 

manner, and domain of our choosing" 

- 2017 National Security Strategy 

Next, the Department has initiated the implementation of Section 1601 of the NOAA for FY 2018. In 

January, the Deputy Secretary of Defense signed out Interim Implementation Guidance (see Annex 1) 

which: 

• disestablished the position of the Principal DoD Space Advisor, 

• disestablished the Defense Space Council, 

• extended the expected term of the commander of Air Force Space Command, 

• established the Air Force Space Command commander as a Joint Force Space Component 

Commander under U.S. Strategic Command, and 

• designated the Operationally Responsive Space office as the Space Rapid Capabilities Office. 

The NOAA for FY 2018 also requires the Department to contract with a Federally Funded Research and 

Development Center (FFRDC) to develop a plan for a "separate military department responsible for the 

national security space activities of the Department of Defense." After a review of proposals, an FFRDC 

has been selected for this project. Details are provided at Annex 2. 

Since December, as a part of the implementation of the NOAA, senior DoD leaders have been focusing 

significant effort on the space enterprise. The Deputy Secretary of Defense has held working sessions 

with various space leaders every two to three weeks. Consistent participants include: 

• Secretary of the Air Force, 

• Chief of Staff of the Air Force, 

• Commander of Air Force Space Command (AFSPC), and 

• Commander of Air Force Space and Missile Center (SMC). 

Other participants have included the Under Secretary of the Air Force, the Vice Chief of Staff of the Air 

Force, and a number of other senior leaders. The Deputy Secretary has also visited Air Force Space 

Command, the National Space Defense Center, and the National Reconnaissance Office (NRO). 

Additionally, Air Force leadership has done a space tabletop exercise for the Joint Chiefs of Staff, which 

has initiated very preliminary discussions among the Joint Staffs senior leaders, and separately for the 

Deputy Secretary of Defense and Under Secretaries of Defense. 

Page 4 of 11 
The Deputy Secretary's working sessions have begun by 

baselining the current performance of the space enterprise 

and then working to identify the changes that are necessary 

to deliver the improved results. These working sessions are 

driving a larger team in the Pentagon, at AFPSC, and at 

SMC to identify major muscle movements and fundamental 

changes that can scale across the organization to enable 

better performance. 

FUTURE EFFORTS 

The Department is taking a methodical approach driven by 

speed, facts and data. The highest priorities are the biggest 

The Space-Based Infrared System 

(SB/RS, an Air Force missile warning 

constellation) is both an example of 

historical challenges and leadershipdriven change. However, under the 

leadership of the Commander of Air 

Force Space Command and the 

Commander of U.S. Strategic Command, 

the Air Force has proposed a significant 

change to the SB/RS program in the FY 

2019 budget. 

opportunities. We must move quickly to ensure the next generation of space capabilities embody 

resilience and agility. This is broader than just a capability. Rather it is an integrated set of capabilities 

that the Department needs to have in space over the next decade, how that architecture is defendable, and 

how the Department will deliver those needed capabilities quickly and affordably. The Department has 

dedicated significant resources toward space enterprise capabilities in the Fiscal Year 2019 President's 

Budget and will expand on that progress moving forward. 

In parallel, we will define the performance characteristics of acquisition, development, production and 

support. For example, speed matters-we should be able to deliver new capabilities to space in three 

years not the seven years or more it currently takes. With clear performance characteristics we will 

evaluate side-by-side other organizational options. Although not perfectly correlated, similar entities like 

the NRO, commercial space industry, and large scale defense contractors all provide useful organizational 

com pan sons. 

Additionally, we must ensure that we have ways to insert, deliver quickly and then scale technical 

innovation, cost innovation and design innovation. This will require that we broaden the industrial base. 

As the Deputy Secretary of Defense leads this space organization and management review, the review 

will focus on ( 1) the research, development, acquisition and sustainment system, (2) organization and 

governance, (3) joint warfighting, and ( 4) workforce development. 

RESEARCH, DEVELOPMENT, ACQUISITION, AND SUSTAINMENT: 

• How to implement a high performance space acquisition system capable of innovation and 

significantly reducing development and delivery times (e.g., reducing typical eight-year 

development times to three years), while ensuring system integration, increasing capability, and 

lowering cost, including: 

o Plans to eliminate or modify impediments to performance and affordability. 

o A review of Service acquisition approaches. 

o Oversight processes, regulations, and statutes that should be streamlined to improve 

efficiency, permit calculated risks, and allow creative technical solutions to emerge. (E.g. 

today roughly 60 separate organizational approvals are required for each major 

acquisition program. That number should be dramatically reduced.) 

ORGANIZATION AND GOVERNANCE: 

• How to improve the organization of the DoD space enterprise to increase performance. We will 

determine if organizational changes are needed at the Office of the Secretary of Defense (OSD) 

Page 5 of 11 
and/or Military Department or Service levels, including whether the Space Corps concept should 

be implemented. 

• How best to create an enterprise-wide management system to track performance to goals. 

• How to improve tracking and coordination of space budgets, including classified and unclassified 

programs, as well as ground and user equipment, to ensure space investment is prioritized 

appropriately. 

JOINT WARFIGHTING: 

• How best to posture joint space forces to support joint campaigns, including those that are 

integrated trans-regionally from across two or more geographic combatant commands, multidomain operations, and warfighting in the space domain, including: 

o Jf a sub-unified or unified combatant command for space should be created. 

o How to continue to improve upon the success and progress of National Space Defense 

Center (NSDC). 

• How to build on the success of the Joint Force Space Component Commander construct to better 

enable joint warfighting. 

• How to evaluate and evolve innovative space operational concepts, in particular integrating them 

with other domains as well as at expanding and operationalizingjoint space warfighting doctrine. 

WORKFORCE DEVELOPMENT: 

• How to develop lethal forces, ensuring high-quality space professionals are appropriately 

assigned and employed across the Joint Force, including: 

o Whether space manning should be increased at the Joint Staff and warfighting 

commands, and if so, to what levels. 

o Whether changes are necessary to improve training, professional development, and career 

management of space professionals. 

RESEARCH, DEVELOPMENT, ACQUISITION AND SUSTAINMENT 

The Department will decide how to implement a high performance space acquisition system capable of 

innovation and significantly reducing development and delivery times, while ensuring system integration, 

increasing capability, and lowering cost. 

Each of the Military Departments has the authority to acquire space systems, but roughly ninety percent 

of the Defense Space portfolio is managed by the Air Force Space and Missile Systems Center (SMC) 

and the Rapid Capabilities Office. The remaining ten percent of the Defense space portfolio is acquired 

by the Army and Navy. These percentages do not include national security space programs within the 

NRO or other government agencies. 

Page 6 of 11 
SMC is responsible for acquiring missile warning and other overhead persistent infrared missions (e.g., 

Space Based Infrared System); military satellite communications (e.g., Advanced Extremely High 

Frequency program); position, navigation, and timing (e.g., Global Positioning System); launch (e.g., 

Evolved Expendable Launch Vehicle program); and weather systems. Most of these programs have 

experienced long development timelines and have been more costly than initially estimated. 

WE'VE DONE IT BEFORE; WE CAN DO IT AGAIN. 

On May 25, 1961, President John F. Kennedy announced the ambitious goal of sending an 

American safely to the Moon before the end of the decade. The challenge embodied the Mercury 

program (6 flights), the Gemini program (12 missions), and the Apollo program, culminating in 

success on July 20, 1969 with Apollo 11 and Neil Armstrong. These accomplishments are all the 

more astonishing when put in perspective. Human space flight is considerably more difficult than 

launching unmanned satellites, yet today we struggle to develop and launch a single satellite in the 

time that our predecessors managed such great strides. Moreover, today we benefit from 

advantages like computer aided design, advanced materials, and processes such as additive 

manufacturing. We must return to a guiding principle of thriving innovation. 

To address these challenges, the review will focus on reforming space acquisition beginning with the Air 

Force. The Department will assess how to recapture innovation and speed of development, and how to 

transform SMC into a higher performing space acquisition center. The review will also assess if 

acquisition authorities in the Army and Navy represent an untapped resource for innovation and multidomain integration, and if reforms at SMC could be extended to other space programs within the 

Department. This evaluation will consider internal and external factors, including organization, oversight, 

governance, regulations, statutes, personnel and related issues. 

Transforming Space and Missile Systems Center 

During the Cold War, the Western Development Division (WDD) was sequestered in southern California 

to focus on rapidly fielding an intercontinental ballistic missile (ICBM) capability ahead of our 

adversaries. The WDD was small, fast and nimble and similar to other historic examples of innovative 

organization. The Air Force must return to a focused adoption of new technologies for game-changing 

capabilities. This focus must be built into the space acquisition culture, and the workforce must be given 

freedom to execute with a sense of urgency and ownership. The WDD's culture enabled success in the 

1950s. Now the SMC must re-architect into WDD 2.0 to achieve and retain a decisive advantage over our 

adversaries. 

The current SMC organizational structure does not manage space systems as an enterprise, but instead is 

product-aligned. SMC has four mission areas; Precision, Navigation, & Timing, Military Satellite 

Communications, Remote Sensing, and Space Control/Space Situational Awareness (SSA). A natural 

focus develops around each system that includes the government program office, industry, users, and 

even Congress. The people who are responsible for producing these systems are also responsible for 

shaping follow-on systems for their mission area. 

This structure creates natural barriers to developing alternative ideas, exploring different concepts, and 

ultimately, providing competitive forces to create substantial improvements in speed, cost, and 

performance. By shifting from a mission-area focus to an enterprise management style, SMC could 

realize greater acquisition agility, innovation, and resource efficiencies. We will explore how to align the 

responsibilities, authorities, and resources at SMC while maintaining the linkage for career development 

and expertise exchange. 

Page 7 of 11 
Decisions on re-architecting SMC will be made based on potential performance improvements. This 

requires baselining a range of things including size, speed, and cost and then evaluating specific changes 

against the baseline performance. 

Space Portfolio Plan. 

Building on the FY 2019 President's budget, the space portfolio plan will rigorously outline the specific 

capabilities the Department needs to deliver and how to reduce development timelines for defense space 

capabilities. This portfolio plan will begin from the NDS and identify the capabilities necessary for 

strategic competition with China and Russia in space. The Department will review options for promoting 

a family of space systems as part of a space portfolio plan. The review will determine if avoiding unique 

mission platforms will lower acquisition costs and speed system delivery timelines, while improving 

integration for users and operators in the joint force. This threat-based analysis will drive our space 

architecture as well as design and manufacturing approaches. 

Space Industrial Base. 

The Department will review the industrial base for space related research, development and production 

with an eye toward increasing innovation and reducing risk. Currently, the industrial base for space is 

fragmented and underutilized. The Department will seek a new mix of industry and academic partners to 

dramatically improve DoD space capabilities. DoD will continue to partner with traditional large defense 

companies to leverage their experience, scale and infrastructure. We will also tap into the resurgence of 

the commercial space industry and make it easier for commercial space firms to do business with DoD. 

We will also seek out and encourage small businesses that can provide high technology innovation. 

Finally, we will increase engagement with national laboratories and academic institutions to advance 

scientific research. Taken together, this new mix of partners should produce enhanced capabilities at a 

faster rate with reduced risk. 

ORGANIZATION AND GOVERNANCE 

The Department will decide how to improve the organization of the DoD space enterprise to increase 

performance. We will determine if organizational changes are needed at the Office of the Secretary of 

Defense (OSD) and/or Military Department or Service levels, including whether the Space Corps concept 

should be implemented. · 

The Department will evaluate authorities at each level to optimize coordination and synchronization, and 

will provide clear guidance on programmatic, policy and resource issues. Pursuant to Section 1601 

provisions and Deputy Secretary of Defense guidance (see Annex 1), the Department will review current 

synchronization and governance approaches at the OSD staff, Military Departments/Services and 

subordinate commands, defense agencies and DoD field activities, and other relevant DoD components to 

increase decision speed in meeting warfighter needs, while assuring accountability for performance and 

results. We will identify opportunities for consolidation, realignment or elimination to prevent the 

wasteful application of resources to space enterprise processes. 

The Department will review alternatives to improve organization and management at the Military 

Deaprtment or Service and subordinate command levels, including an assessment of the Space Corps 

concept discussed during NOAA for FY 2018 deliberations. In parallel with this review, as required by 

Section 1601 ( d) of the NOAA for FY 2018, the Department is entering into a contract with an FFRDC 

that is not closely affiliated with the Air Force to develop a plan to establish a separate Military 

Page 8 of 11 
Department responsible for the national security space activities of DoD. When that plan is complete, we 

will use it to inform further consideration and evaluation of potential organizational changes. 

Space Budgeting 

Space budget tracking, including Major Force Program 12 for space, is complicated due to the various 

classifications and categories. Additionally, ground and user equipment is essential for functioning space 

capabilities, but is not always captured in space budget discussions. To begin to address this issue the 

Department has a cross-functional team working to establish clear standard practices for how to better 

track and count space budgets at all classification levels. Additionally, the Department is in interagency 

discussions about how to coordinate classified space budgets more effectively. 

JOINT W ARFIGHTING 

The Department will decide how best to posture joint space forces to support joint campaigns, multidomain operations, and war.fighting in the space domain. 

With the leadership of U.S. Strategic Command and Air Force Space Command, the Department is 

moving quickly to prepare for conflict in space. During this review, the Department will continue to 

develop the use of defensive and offensive capabilities and integrate the space domain into the joint war 

fight. The establishment of the Joint Force Space Component Command marks significant progress 

toward dealing with the joint operational challenges and could be a bridge to a potential sub-unified or 

unified command in the future. 

The National Space Defense Center (NSDC) has recently transitioned from an experiment to a 

functioning command center and continues to make progress under the leadership of both Commander, 

Air Force Space Command and the Director of the NRO. We will consider options and adjustments to 

NSDC operations in parallel with any organizational or command restructuring of space forces. 

WORKFORCE DEVELOPMENT 

The Department will decide how to cultivate lethal forces, ensuring high-quality space professionals are 

appropriately assigned and employed across the Joint Force. 

Each military department is responsible for organizing, training, and equipping space forces to meet 

Combatant Command operational requirements. Per DoD Directive 5100.01 , Functions of the 

· Department of Defense and its Major Components, the Air Force is the primary service for providing 

forces to achieve space superiority. The Army, Navy, and Marine Corps generally focus their respective 

space forces in support of their respective domains and joint campaigns. Successful evolution of space as 

a warfighting domain will require a coordinated effort across the Services, Combatant Commands, and 

the Joint Staff. 

The Department will review efforts among the Military Departments and Services to develop, retain, 

train, and employ high-quality military space professionals who are essential for successful space 

warfighting. We will focus on the ability of our joint force to integrate new capabilities, adapt 

warfighting approaches, and conduct combat operations to achieve mission success. Space manpower 

billets across the joint warfighting commands require further study to determine current and future 

requirements, as the space warfighting concepts of operations evolve. The Department will examine this 

issue further during the Section 160 I review. 

Page 9 of 11 
NEXT STEPS 

There is much work to be done over the next five months, but changes are occurring every day. The 

National Defense Strategy is driving a range of significant changes, many of which will impact the space 

enterprise. Leadership in the Air Force is driving hard and fast to improve our space warfighting 

capabilities and other components of the national security space enterprise are aligned with the Air Force 

and moving forward . Areas of focus: 

• Developing the space portfolio plan. This will be an iterative process, but a robust, detailed plan 

will allow the Department to identify key organizational and technology hurdles that must be 

addressed to ensure success. 

• Identifying specific steps to remove barriers and delays in the space acquisition process. Speed 

and efficiency are integrally related. Both must be increased in order for the space enterprise to 

succeed. 

• Comparing the organizational models against the space portfolio plan. Any organizational 

changes should lead directly to better performance against the goals outlined in the portfolio plan. 

• Assess and integrate any relevant data or findings from the FFRDC review as it proceeds. 

• Expand the working sessions to include a focus on joint warfighting. 

• Identify critical skill and experience gaps in the workforce. 

• Engage with industry to solicit feedback on performance improvements and best practices. 

• Deliver final report, with necessary recommendations and way ahead by I August. 

CONCLUSION 

Change is already underway in the national security space enterprise. White House leadership is driving 

change through the National Security Strategy and the National Space Council. With strong 

Congressional support, the Department is implementing the NOAA for FY 2018 and making progress in 

the space domain. 

However, much work remains to be done. The Department must quickly and aggressively address 

challenges outlined above. The Department looks forward to working closely with Congress as we drive 

performance and affordability in the space enterprise. 

Page 10 of 11 
ANNEXES 

Annex I: Deputy Secretary of Defense Memo, Guidance for Increasing Lethality and Warfighting 

Readiness in Space, January 17, 2018 

Annex 2: Federally Funded Research and Development Center study status 

Annex 3: List of Meetings and Activities 

Page 11 of 11 
ANNEX 1 
DEPUTY SECRETARY OF DEFENSE 

1010 DEFENSE PENTAGON 

WASHINGTON . DC 20301 -1010 

JAN 1 7 2018 

MEMORANDUM FOR SECRET ARIES OF THE MIUT ARY DEPARTMENTS 

CHAIRMAN OF THE JOINT CHIEFS OF STAFF 

UNDER SECRET ARIES OF DEFENSE 

DEPUTY CHIEF MANAGEMENT OFFICER 

CHIEF NA TlONAL GUARD BUREAU 

COMMANDERS OF THE COMBAT ANT COMMANDS 

GENERAL COUNSEL OF THE DEPARTMENT OF DEFENSE 

DtRECTOR, COST ASSESSMENT AND PROGRAM 

EVALUATION 

INSPECTOR GENERAL OF THE DEPARTMENT OF DEFENSE 

D[RECTOR OF OPERATIONAL TEST AND EVALUATION 

CHIEF INFORMATION OFFICER OF THE DEPARTMENT OF 

DEFENSE 

ASSISTANT SECRETARY OF DEFENSE FOR LEGISLATIVE 

AFFAIRS 

ASSIST ANT TO THE SECRETARY OF DEFENSE FOR PUBLIC 

AFFAIRS 

DIRECTOR OF NET ASSESSMENT 

DIRECTOR, STRATEGIC CAPABILITIES OFFICE 

DIRECTORS OF DEFENSE AGENCIES 

DIRECTORS OF DOD FIELD ACTTVITTES 

SUBJECT: Guidance for Increasing Lethality and Warfighting Readiness in Space 

The National Defense Authorization Act (NOAA) for FY 2018 presents an opportunity 

for the DoD to improve our lethality and readiness to fight and win should a future c.onflict 

extend into space. It provides sufficient guidance and flexibility for us to continue to streamline 

operations and better support the warfighter. 

Section I 601 of the NOAA requires that I take a number of immediate, interim, and long 

tenn actions, including a review of the structure of the Defense space enterprise. The guidance 

that follows ensures continuity of responsibilities and authorities throughout the DoD space 

enterprise while this review is conducted. You should move forward expeditiously to implement 

its provisions in accordance with this guidance. 

The Under Secretary of Defense for Acquisition, Technology, and Logistics will continue 

to coordinate space acquisition program plans with DoD components in accordance with section 

2430 of title 10, United States Code and DoD Directives (DoDDs) 3100.10 and 5134.0 I, and 

DoD Instruction (DoDI) 5000.02. 

0 

1111111 II 11111 

OS0000582-18/CM[X)00716° 18 
The Under Secretary of Defense for Intelligence (USO())) will continue to have 

responsibility for space intelligence activities, the military intelligence program, and the 

battlespace awareness portfolio in accordance with DoDDs 3100.10, 5143,01, and 5205.12. 

USO()) will continue to ensure that the Director of National Intelligence is apprised of DoD 

space-related activities and will consult with the Deputy Secretary of the Air Force for Space and 

other military services as needed on matters related to defense intelligence space programs. 

The Under Secretary of Defense for Policy (USD(P)) will continue to lead the 

formulation of national security space policy in coordination with the military departments and 

other elements of the Office of the Secretary of Defense. USD(P) will represent the DoD on 

matters involving the National Security Council Staff, the Department of State and other federal 

departments and agencies involved with nati.onal security space policy, space-related 

international agreements and export control. USD(P) will do so with the advice, coordination, 

and participation of the military departments on matters related to national security space policy 

to ensure that the best advice and operational experience of the Department of Defense is 

presented in inter-agency fora. 

The Secretary of the Air Force and USD(P) will support and advise the Secretary of 

Defense in his role as a member of the National Space Council and the National Security 

Council. When USD(P) represents DoD at the National Space Council and National Security 

Council-sponsored deliberations al the Deputies Committee-level and below, the Secretary of the 

Air Force will accompany USD(P). 

The DoD Chief Information Officer (CJO) will continue to exercise authorities with 

respect to position, navigation, and timing policy and develop and implement PNT policy, 

including airspace and military air traffic control, pursuant to DoDD 4650.5, and in accordance 

with DoDD 5144.1. 

The Director, Cost Assessment and Program Evaluation (CAPE) will continue to provide 

budget analysis and review of the national security space budget as part of the normal annual 

review and planning process. 

The Chairman of the Joint Chiefs of Staff will continue to advise the President and the 

Secretary of Defense on military space-related issues and capability requirements as well as 

review and synchronize Combatant Commander reports and assessments concerning space 

capability and resource requirements 

The Commander, U.S. Strategic Command (USSTRA TCOM) will continue to serve as 

the single point of contact for military space operational matters except as otherwise directed. 

In accordance with Subtitle D of Title 10 U .S.C. and Do DD 5 I 00.0 I, the Department of 

the Air Force will continue to be principally responsible for organizing, training, equipping, and 

presenting ready Air Force space forces to combatant commanders. These authorities are 

executed by m~jor command commanders, including Air Force Space Command. 

2 
The following specific actions will be taken in order to implement the National Defense 

Authorization Act. 

Organization for Warf"agbting 

• The Air Force will transition the National Space Defense Center from an experiment 

to a functioning command center to support command and control/coordination of 

joint and interagency space capabilities in a contested environment. 

• The Air Force Space Command Commander will serve as a Joint Functional 

Component Commander under Commander. USSTRATCOM. 

• The Commander of Air Force Space Command will be expected to serve for a period 

of 6 years unless promoted. reassigned. or retired based on the recommendation of the 

Secretary of the Air Force and with the approval or recommendation of the Secretary 

of Defense. and. as required. the President. 

• The Air Force will disestablish the position of Deputy Chief of Staff for Space 

Operations and take appropriate steps to reorganize its Headquarters Air Force space 

function. 

• To better normalize space as a joint warfighting domain. the Commander. 

USSTRA TCOM. supported by the Chief of Staff of the Air Force. and other senior 

military service representatives. as appropriate. will present a joint wartighting 

concept of operations to the Chairman of the Joint Chiefs of Staff for review and 

submission in the joint warfighting publication series. 

• The Chief of Staff of the Air Force will be responsible for developing joint space 

requirements in support of the Vice Chairman-led Joint Requirements Oversight 

Council process. 

Force Planning and Coordination 

• Pursuant to section 160 I, the position, and the office of the PDSA. are terminated. 

As an interim measure. the duties. responsibilities. personnel. and resources of the 

office of the PDSA are transferred to the Deputy Secretary of Defense. 

• The Defense Space Council is disestablished. The need for a formal entity to address 

space related issues that cross the DoD will be considered as part of the 

organizational study required under section 1601 ( c) of the FY 18 National Defense 

Authorization Act 

3 
• The Military Departments, Missile Defense Agency, and National Reconnaissance 

Oflice will continue to share information and seek to ensure that space strategies, 

plans. progran1s, architectures and science and technology involving space systems 

are aligned across the DoD and with other national security space entities to meet 

joint warfighting requirements. 

• In accordance with section 160lofthe National Defense Authorization Act, the 

Deputy Secretary of Defense, assisted by the DoD Chief Management Officer, will 

ensure that a Federally Funded Research and Development Center not closely 

affiliated with the Department of the Air Force develops a plan to establish a separate 

military department responsible for the national security space activities of the DoD, 

in the event there is a decision to dp so. That plan must consider the space and 

associated ground capabilities of all military services, the National Reconnaissance 

Office, ·the Missile Defense Agency and other national security space elements, and 

should assess what factors should be considered in any organizational change. The 

plan must also consider how other elements that contribute to national security space 

will be impacted or incorporated into a new department including the integration of 

the NASA satellite control network, the NASA and Air Force launch service 

infrastructure, the NOAA weather program, and other federal and commercial entities 

with space capabilities. The plan must also include an estimate of the one time and 

incremental operating cost associated with the creation of a separate department for 

national security space. An interim report witrbe submitted to the Congress not later 

than August 1, 2018 and a final report not later than December 31 , 2018. 

Acquisition 

• To increase the speed of acquisition of space capabilities that are defendable in an 

increasingly contested and congested environment, the Secretary of the Air Force will 

direct a comprehensive review of Air Force acquisition organization and authorities 

"'ith respect to space and implement changes as needed to increase lethality and 

better support the warfighter. 

• Air Force Space Command will consult with the DoD Chief Information Officer to 

evaluate, develop, and make recommendations on the procurement of commercial 

satellite communi.cations services: they will provide these recommendations to me not 

later than August 1, 2018. 

• The Operationally Responsive Space office is designated as the Space Rapid 

Capabilities Office. The Air Force will review the organization, training and 

authorities to ensure that the office will. support renewed emphasis on rapid 

acquisition. 

4 
The NOAA has given us an opportunity to accelerate and better integrate actions across 

the department to increase our lethality and readiness in the space domain. Taking these actions 

will improve our ability to fight and win should a war either begin or extend into space. 

5 
ANNEX2 · 
FFRDC Space Study Update 

The Department will finalize the contract with a Federally Funded Research and Development Center 

(FFRDC) by 2 March 2018 to develop the plan to establish a military department responsible for national 

sec_urity space as directed in Section 160l(d) of the National Defense Authorization Act for Fiscal Year 

2018. The work will span four major activities. 

• Development of functions, roles, and responsibilities for a military department based on the 

mission outcomes such a department will support. Considerations will include how such a 

department: (a) supports the National Defense Strategy and National Military Strategy; (b) 

improves development and sustainment of space capabilities; ( c) impacts the industrial base; and 

affects the costs and imparts benefits to the Department of Defense, the federal interagency space 

activities and the commercial sector. 

• Use the decision on function and mission direction to design an organization. 

• Develop a plan to implement the organization, including cost impacts and organizational changes 

across the Department. 

• Develop enabling legislation. 

The milestones for this work are as follows, and include meeting prescribed dates for an update to 

Congress by I August 2018 and a final report by 31 December 2018. 

12 March 

18 May 

15 Jun 

l Jul 

1 August 

3 Oct 

31 Oct 

30Nov 

NLT 31 Dec 

Complete work plan 

Update to DepSecDef on summary of mission and function scope 

Final report on mission and function scope 

Final report on proposed organization of new department 

Interim Report to Congress 

Update to DepSecDef on Cost Impacts 

Final report on cost impacts and legislative proposals 

Final report for DepSecDef review 

Final report to Congress 
ANNEX3 

• 
List of Meetings and Activities ( as of 1 Mar 2018) 

Date Action/Deliverable 

12 Dec 

16 Dec 

lOJan 

17 Jan 

20Jan 

1 Feb 

5 Feb 

7 Feb 

12 Feb 

13 Feb 

16 Feb 

21 Feb 

1 Mar 

1 Mar 

Ongoing 

lAug 

lAug 

lAug 

31 Dec 

' FY 2018 National Defense Authorization Act signed into law 

r DSD/ AF Space R~vie~ ... . ..... 

DSD Space Working Session (small group) 

j DSD signs Interim Implementation Guidance based on Sec. 1601 of FY18 NDAA 

I DSD Sp~ce Working?ession 

FFRDC NDAA task review 

DSD visit AFSPC/NSDC w/ Gen Raymond, Ms. Betty Sapp, & BG Lawson 

DSD Sp<!~~yvorki!l_g ?essio11 __ 

FYI: Budget released 

l [)SD visit to NRO, discussion of acquisition w!th senior NRO leadership 

DSD hosted AF/OSD Space table top 

I National Space Council ~eeting at Kennedy Space Center 

Interim report due to Congress 

1 FFRD~~e!E:~!~d t~ devel~R ela_11 r.~guired by FY18 N,~~ 

j. 

DSD Space Working Sessions (every 2-3 weeks) 

Future Activities 

I Air Force Space Command recommendations due to DSD, in consultation with 

1 DoD CIO, regarding procurement of commercial satellite services 

1 Final DSD Space Report due to Congress 

1 os6's Interim FFRDC Report due to Congress 

) DSD's Final FFRDC Report due to Congress