Decisive Force 

Into the Future ...

Decisive Force

Key words

DOD Strategy 

Pacific

Space

Cyber

Missile Defense

Homeland Defense

Soldiers

NCOs
DOD • Army • Officers • ncos • Civilians • Strategy • Cyber • Future

space & missile defense
­ From the Top

Synchronizing Efforts 4

By LTG Richard P. Formica

Space Capabilities 6

By CSM Larr y S. Turner

Join the Conversation 8

By BG Timothy R. Coffin

­ Space Blueprint 

Space Blueprint: 

Optimizing Capabilities for Interdependency 10

By Mike Connolly

Moving Forward 12

By Mike Howard

Foreign Liaison Officer Program to Bed Down 15

By 2nd Lt. Jason Gabrick

­ Keynotes / Features

Space Law 18

By Capt. Susan Trepcz ynski

Satellite Communications 20

By Wing Commander Pat Del Guidice

Space Professional Expertise 23

Space Cadre Symposium Photo Feature 32

A Space Blueprint for the National Guard 34

By BG Rober t W. Enzenauer, 

COL Donald P. Laucirica, & LTC Jesse M. Morehouse

­ Tip of the Sphere

We Remember 38

DCG Pins on Star 40

Command Programs find Hot Spots 42

Community Enriched by Tragedy 43

LEMV Takes Flight 45

cover design & layout: Michael Kahl

back cover design & layout: Michael Kahl

cover & back photos: U.S. Army Courtesy photos

2012 Space Cadre Edition

Recipient of 2002, 2003, 2008 and 2009 Department of the Army Keith L. Ware 

recognition for Excellence in Journalism. For 2009, received 1st place in Art/

Graphics in Support of a Publication, 3rd place in Photojournalism.

Comments, inquiries and manuscripts should be sent to the Director, Future 

Warfare Center, Directorate of Training and Doctrine, ATTN:

Richard Burks

1330 Inverness Dr., Suite 440

Colorado Springs CO 80910

Telephone: 719-622-2902

Fax: 719-622-2951

E-mail: Space.journal@us.army.mil

www.smdc-armyforces.army.mil/ASJ 

Distribution is made to the general public, Functional Area 40 officers and associated 

military officers, civilians and contractors. Changes to addresses and requests 

for this publication should be made to the Future Warfare Center, Directorate of 

Training and Doctrine address listed above.

The Army Space Journal is an authorized publication of the U.S. Army Space and 

Missile Defense Command/Army Forces Strategic Command in accordance with AR 25-30 

and AR 360-1. The Commanding General, U.S. Army Space and Missile Defense Command, 

has directed that the publication of this periodical is necessary in the transaction of the public 

business as required by law. Use of funds for printing this publication were approved by the 

Commanding General in January 2001.

The views and opinions expressed in the Army Space Journal are not necessarily 

those of the Department of the Army or U.S. Army Space and Missile Defense 

Command.

U.S. Army Space and Missile Defense Command/Army Forces Strategic Command 

publishes the Army Space Journal quarterly, with special editions as required. 

The publication consists of four sections, THE LEADING EDGE – Leadership 

Updates; TALKING SHOP – Space Topics; TIP OF THE SPHERE – Space Cadre 

News & Features; and FLIPSIDE – USASMDC Features & Briefs.

The Journal provides a forum through which Space and Missile Defense 

professionals can disseminate professional knowledge and furnish information 

within the U.S. Army. The purpose is to increase the effectiveness of Space 

operations through a professional discussion of events and lessons learned. 

It is also intended to inform the Army warfighter on Army Space issues.

e d i t o r i n c h i e f

Michael L. Howard

m a n a g i n g e d i t o r s

Richard Burks

Scott Andreae

g r a p h i c d e s i g n / c r e a t i v e d i r e c t o r

Michael Kahl

c o n t r i b u t i n g e d i t o r s

DJ Montoya

CPT Michael Odgers 

SGT Benjamin Crane

c o m m a n d i n g g e n e r a l

LTG Richard P. Formica

c o m m a n d s e r g e a n t m a j o r

CSM Larry S. Turner

d e p u t y c o m m a n d i n g g e n e r a l f o r o p e r a t i o n s

BG Timothy R. Coffin

d i r e c t o r o f f u t u r e w a r f a r e c e n t e r

Larry Burger

d i r e c t o r o f t h e t e c h n i c a l c e n t e r

Debra G. Wymer

d i r e c t o r, d o t d

Terry Nelson

d i r e c t o r, p u b l i c a f f a i r s

Marco Morales
Editor's Blog //// Space & Missile Defense to the point

Looking Back for Tomorrow

Whenever I think of plans for the future in anything, I look back. Benson Lossing addressed this in beginning pages to his History of 

the Civil War published in 1866. “The task of making a 

record of the events of the late Civil War in our Republic 

is not a pleasant one for an American citizen. It would be 

more consonant with his wishes to bury in oblivion all 

knowledge of those events which compose the materials 

of the sorrowful story of strife among his brethren, of 

terrible energy and woeful operations. ... What remains 

for the American citizen to do, is to see that the stylus of 

history shall make a truthful record.”

Clear in Lossing’s point is the concept that an 

honest recognition of facts and occurrences can help 

guide decisions for the future. Quite honestly, our military strenght today rests directly upon what emerged 

from both the American Revolutionary battles and the 

Civil War – in addition to the many other critical developments and maturation of our nation in its history. 

But Lossing further points out the “duty” of an honest 

assessment of even difficult facts: “To inspire mankind 

with a love of justice and a hatred of its opposite, and 

of everything that impedes the onward and upward 

march of humanity.”

There is also the idea of collaborative effort, or 

partnerships. Another historical writer, Henry Howe, 

wrote a series of narratives in 1859 to illustrate “heroism, self-reliance, genius and enterprise” of early 

Americans. In one of those, Howe recounts the story 

of a youngster whose father served all eight years of 

the American Revolution. The child noticed how difficult it was for the mother to care for and feed her four 

children. Yet whenever the Soldier-father came home 

to visit, the mother did not convey to him how difficult 

things were. “... She would not weaken his hand or 

soften his heart, for, she said, the Soldier’s lot is hardest of all.”

Along with having motivation for a better tomorrow, the idea of partnerships had national security 

implications during our nation’s infancy. It is easy to 

forget this and to think these concepts are more modern solutions for even more complicated situations of 

today. But the severity of the Civil War and American 

Revolution was in fact amongst the most significant–

if not the most significant–in our history. And to find 

partnerships and futuristic vision as critical to those 

efforts then only strengthens the consistent necessity 

for them during times that are complicated in different ways.

It is readily apparent how both of these integral 

ingredients to military strategy remain equally true 

today – or even more so. Can you imagine where we 

would be today without these two foundational principles as they evolved with World Wars I and II? Think 

of all the development in partnerships since the end 

of WWII on so many levels–economic development, 

industry, international, political, geo-political. Our 

nation has clearly placed a value on making efforts 

to improve things for tomorrow while developing 

important webs of partnerships and agreements to 

strengthen the work. Which only reinforces the idea of 

emphasizing and enlarging them as we move into very 

critical challenges of the future.

And, they are even more critical when we think in 

terms of the complex business of providing Space and 

Missile Defense capabilities to our nation – concepts 

inconceivable on many levels in the first 100 years of 

this nation. They were even inconceivable in terms of 

technology prior to the extent of capability testing by 

the United States and then-Russia following WWII. 

And they were probably inconceivable on the geopolitical level until 9/11 and other events of today. Yet 

they are the centerpieces as our nation moves forward.

All of this gives purpose to this mini edition 

of the ASJ focused on Space Blueprint. It really has 

nothing to do directly with Lossing’s terrible lessons 

from the Civil War or even the relationship between a 

Soldier and his or her spouse from Howe. It has to do 

with making a plan for tomorrow – putting an analytical assessment to what has occurred up against where 

we want to go. It has to do with fostering partnerships 

even in new and different ways that we do not always 

see – maybe even in venues we take for granted.

I challenge you to use this ASJ as a starting point 

as you continue the discussion.

Army Space Journal space cadre Edition 2012
Blast from 

the Past

Images from mid-1800 American narratives provide a historic window into the 

ideas of wanting to make a better tomorrow 

while recognizing the necessity of partnerships. Upper Left: Frontal Artwork engraving from Henry Howe’s 1859 “Adventures 

and Achievements of Americans” showing the discovery of America. Lower Left: 

Another frontal engraving from Howe’s 

work depicting a British officer interviewing an American prisoner. Above: A selfportrait engraving of Benson Lossing 

instruction school children in the 1870s on 

America’s history in its first 100 years. 

space cadre Edition 2012 Army Space Journal

michael.howard@smdc-cs.army.mil
4 2012 Space Cadre Edition

LTG Richard P. Formica

Commanding General USASMDC/ARSTRAT

Welcome to the 2012 Army Space Cadre 

Symposium! This annual symposium is a great 

opportunity to gather for a few days of professional development – to share ideas, lessons learned, 

and discuss areas for improvement across the Space cadre 

community.

This year’s theme: “Space Blueprint: Optimizing 

Capabilities for Interdependency,” is all about developing 

a roadmap for our actions from this day forward. What are 

we going to do to ensure we are providing capabilities for 

today, tomorrow, and the day after tomorrow that provide 

the most “bang for the buck” in synch with the Joint Space 

community’s capability and materiel development efforts?

I challenge each member of the Army Space professional community to take that question to heart – to 

examine how what you do is contributing to that question. Every day, 24/7/365, we have Space professionals 

deployed, forward-stationed, or CONUS-based, providing 

SATCOM, missile warning, Space control, and Space support capabilities to the Joint Warfighter and to the nation. 

Behind the scenes, we have a host of other Space cadre 

members who ensure the DOTMLPF efforts are synchronized with the Army and Joint Space community.

Providing 

Capabilities 24/7/365 

Synchronizing Effort
2012 Space Cadre Edition 5

USASMDC/ARSTRAT has three core tasks – 1) 

Provide trained and ready Space and Missile Defense 

forces and capabilities to the Warfighter and the Nation 

(Our Operations Function – providing capabilities 

Today); 2) Build future Space and Missile Defense forces (our Capability Development Function – providing capabilities for Tomorrow) ; 3) Research, test, and 

integrate Space, Missile Defense, cyber, directed energy, & related technologies (our Materiel Development 

function – providing capabilities for the Day-AfterTomorrow).

Our Operations tasks are executed by our operations staff – and by the two brigades headquartered 

here in Colorado Springs, with Soldiers and Civilians 

on duty all around the world, and supervised by our 

Deputy Commanding General for Operations – 

BG Tim Coffin. On any given day, more than 875 

Operational Forces control Space operations and the 

BMDS around the world – CONUS-based, forwardstationed or deployed. We provide timely and relevant 

Space and missile defense capabilities to the Army, 

USSTRATCOM and the Geographic Combatant 

Commands every day.

Our Operations team is working closely with the 

Space Support Elements to bring more Space capabilities to the theater. We’re deploying Space teams 

in support of current operations overseas, and we’re 

deploying Space teams and planners to support corps, 

division and brigade training, along with supporting 

geographic combatant command exercises. We continue to work closely with JFCC Space to provide Army 

Space expertise and support mission command requirements for Joint Space operations.

Our Capability Development function, executed by the Future Warfare Center, has been busy with 

a number of DOTMLPF activities. The Battle Lab 

led an Army-wide effort to write the Army Space 

Operations White Paper, which served as a foundation to conduct a Space Operations Capabilities 

Based Assessment (CBA). The Space White Paper 

and the CBA are part of the Army Space Strategic 

Plan, and directed by the Under Secretary of the 

Army. The CBA is currently underway and scheduled 

to complete in September 2012. 

Also in 2012, the Future Warfare Center completed a Space Protection Study for the Army that has now 

informed the Defense Space Council and the Deputy 

Secretary of Defense’s Management Group on the 

Degraded Space Environment. The study provided 

key insights on the impacts of a degraded Space environment on Army forces at a tactical level, and the 

analysis is already shaping future architecture decisions. 

Additionally, DOTD executes a Space training curriculum of 14 core Space courses; by the end of 2012 it 

expects to have trained 1,800 USASMDC/ARSTRAT 

Space cadre students in residence or via mobile training teams. DOTD also anticipates training almost 5,000 

more non-USASMDC/ARSTRAT Army and other 

services personnel on Space concepts.

In our Materiel Development area - building Space 

capabilities for the day after tomorrow, our Technical 

Center is leading three different Joint Capability 

Technology Demonstrations (JCTD). These JCTDs 

will test and demonstrate low-cost nanosatellite and 

launch technologies to deliver space-based communications and ISR capabilities to the tactical Warfighter. 

The efforts are sponsored by the Department of 

Defense, with Geographic Combatant Command and 

Army endorsement. The Technical Center is working 

on a number of other technology development efforts 

outside the Space mission area, but all focused on providing capabilities for the Warfighter for the Day after 

Tomorrow. 

These efforts in support of our three core tasks, 

led by our Operations, Future Warfare Center and 

Technical Center teams are great examples of integrated USASMDC/ARSTRAT activities, and that are 

coordinated and supported across the Army Space 

community. 

As we look toward the future, one area we must 

closely examine is the role of our FA40s across the 

Army and Joint community. Over the last decade of 

war, our FA40s who have delivered Space capabilities 

to the fight have gained a wealth of knowledge and 

expertise that must be integrated into Service and GCC 

staffs. Where should we place our O-3 through O-6 

FA40 billets, to ensure the Joint Space operations are 

optimized and to ensure Army Space equities are represented as future Space capabilities are developed? We 

must leverage the growing capabilities of our Army 

Space cadre – Soldiers and Civilians – to provide 

assured access to Space capabilities for the Warfighter.

I encourage you to use this conference to increase 

your situational awareness of key activities going on 

across the Army and Joint Space community, and think 

about the challenge before you: What will you do to 

ensure we are providing capabilities for today, tomorrow, and the day after tomorrow that provide the most 

“bang for the buck” in synch with the Joint Space community’s capability and materiel development efforts?

S E C U R E T H E H I G H G R O U N D

The 

Sun 

Never 

Sets on 

USASMDC/

ARSTRAT

ts

What will you do to ensure we are providing capabilities for 

today, tomorrow, and the day after tomorrow that provide 

the most “bang for the buck”
6 2012 Space Cadre Edition

Critical to America’s Safety

Space Capabilities

CSM Larry S. Turner

Command Sergeant Major USASMDC/ARSTRAT

Welcome to the 2012 Army Space Cadre 

Symposium. The theme for this year’s symposium is “Space Blueprints: Optimizing 

Capabilities for Interdependency.” That is an appropriate theme given that the U.S. Army Space and Missile 

Defense Command / Army Forces Strategic Command 

(USASMDC/ARSTRAT) provides capabilities that 

enable support across boundaries and across domains.

Today, Space is critical to maintaining the safety 

and well-being of America, our allies and our friends. 

For most Americans, space-enabled technology is 

invisible as it provides nice-to-have items like news, 

sports, and entertainment. It also enables essential 

items like finance, transportation, and utilities.

For the Warfighter, Space represents more than 

just “nice to have,” it represents critical enablers that 

are essential in supporting Unified Land Operations. 

Critical elements such as position, navigation, timing (PNT), persistent intelligence, surveillance, and 

reconnaissance (ISR), and integrated missile defense 

provide Warfighters with advanced capabilities. 

Space also enables USASMDC/ARSTRAT’s Joint 

Friendly Force tracking which tracks more than 1.5 

million plots per day around the world in support 

of Warfighters and other agencies. Those vital capabilities are made possible through the efforts of the 

Army Space Cadre and their counterparts in our sister services.

Few people – military and civilian alike – really 

understand how space-enabled products are transmitted or created. Basically, all Soldiers want to know 

is how fast they can access the information.

Bill Gates stated in his book, Business @ the 

Speed of Thought, “if the 1980s were about quality and the 1990s were about reengineering, then the 

2000s will be about velocity.”

I believe we are at the point in military history where decisions are being made at the “speed 

of thought.” Our young Warfighters operate in 

very complex environments. They are put into positions where their tactical decisions may have strategic implications. At SMDC/ARSTRAT, our focus is 

to provide capabilities to the Warfighters that enable 

them to have the right information available to make 

those hard decisions. Whether that capability is 

GEOINT imagery, or beyond-line-of-sight communications, we must cull through enormous amounts 

of data in order to See First, Act First.

Hopefully, we are seeing the end of an era of 

persistent conflict. But, until that time comes, we will 

still continue to be challenged by hybrid threats such 

as terrorists, criminal elements, and irregular forces. 

These threats combine and create complex challenges for the Warfighter on the ground. Young leaders 

– NCOS and officers – are challenged like they’ve 

never been challenged before. Those complex challenges will still need to be overcome in support of 

muddy boots on the ground. We have seen our young 

Soldiers and leaders challenged by the tyranny of distance and overcome those challenges through good 

training and through the use of technology.

Key to operating at the speed of thought is a 

change in how and where we process information. 

Technology has shortened the “flash-to-bang” time 

between needing information and getting information. Warfighters at the tip of the spear receive and 

act on more information than ever before.

At the tip of the spear where technology and 

hybrid threats converge is the Army Space Cadre. 

These Army Space professionals link Warfighters to 

advanced Space capabilities. Providing Space capabilities to the Warfighter at the “speed of thought” 
2012 Space Cadre Edition 7

The 

Sun 

Never 

Sets on 

USASMDC/

ARSTRAT

I believe we are at the point 

in military history where 

decisions are being made 

at the “speed of thought.”

requires educated, trained, and versatile Space 

professionals. Working across command and joint 

lines of communication to “Optimize Capabilities 

for Interdependency” requires competent and 

confident members of a team.

Competence is a result of both individual 

and institutional actions. While technology provides incredible capabilities, we still require leaders to conduct assessments at the lowest levels. 

We still need to train at individual level and certify 

at crew and unit levels. We also have a responsibility to become students of the Profession of Arms 

– committed to lifelong learning. Organizations 

have a responsibility to educate and train their 

team members. That means spending the time 

and resources to send individuals to careerenhancing courses; even in these austere times.

USASMDC/ARSTRAT is the Army force 

modernization proponent for Space and contributes to the Joint fight through our three core 

tasks: Providing trained and ready Space and 

Missile Defense forces and capabilities in service to the Warfighter and the Nation (today), our 

Operations Function; Building future Space and 

Missile Defense forces (tomorrow), our Capability 

Development Function; and Researching, testing, 

and integrating Space, Missile Defense, cyber, 

directed energy, & related technologies (day-aftertomorrow), our Materiel Development Function.

The Army Space Cadre Symposium is an 

excellent opportunity to gain valuable information about our profession as well as to network 

with those who may become your teammates. I 

expect that the Army Space Cadre Symposium 

will provide an opportunity to enlighten and educate us about those gaps where “interdependencies” may fall a little short. Take advantage of the 

educational opportunity as we try to take a disciplined approach to addressing the complex challenges our Army faces.

S E C U R E T H E H I G H G R O U N D
8 2012 Space Cadre Edition

Partnering throug

Join the Co

I

t is common to have partnerships in our business, personal, and professional lives–we just 

may not recognize these relationships as partnerships. Mostly they are a matter of being dependent, in 

a good way, upon another person or organization to 

some degree–a concept called interdependency. A few 

examples include cooperating with other drivers on the 

way to work, having groceries on the store shelves to 

purchase, and obeying common laws.

In the past, the Army has conducted Space operations independently because we could. Now, the 

United States has decided independent operation has 

some flaws in light of today’s globalized economy, 

federal budget realities, and external national security 

pressures. Like most proposals, however, there are 

advantages and disadvantages to interdependency. I 

encourage you to be part of the discussion and evaluation of interdependency, especially the question of 

how do we go forward. It is important for Space and 

Missile Defense professionals to discuss in detail the 

strengths and weaknesses so they can identify the 

weaknesses and make them strengths.

To succeed, interdependency has to be deliberate, tailored, and managed. For example, today the 

American military operates in an interdependent 

manner in Afghanistan. This is achieved through an 

international coalition, interagency programs, and 

joint planning and execution. The interdependent 

focus has triggered many wins in the fight against 

terrorism.

Closer to home, the Army Space and 

Missile Defense Command/Army Forces 

Strategic Command has many partnerships 

with the other military services, allied nations, 

industry, and academic institutions. One prominent example is a memorandum of understanding with Australia for sharing information, 

operations, and funding on the Wideband Global 

Satellite Communications (SATCOM) system. Nine 

other nations, including NATO members, have 

BG Timothy R. Coffin

Deputy Commanding General for Operations USASMDC/ARSTRAT
2012 Space Cadre Edition 9

gh Interdependency

onversation 

In simple terms, 

interdependency in the 

military Space arena means 

establishing relationships 

that integrate capabilities 

from all forces to get the 

job done. 

committed to various levels of participation in U.S. 

SATCOM programs.

On a long-term scale, the Army Space Professional 

Development Office is looking closely at where we 

can establish new presences for Functional Area 40 

Space operations officers. The purpose is to provide 

the Army’s perspective on Space-related capabilities 

within partnered organizations. This type of effort is 

the right kind of thinking on who should be a partner 

and how to go about it. Some possibilities for new 

FA40 assignments include the USASMDC/ARSTRAT 

Technical Center, Air Force Space Protection Office, 

Air Force Weapons School, and Aerospace Data 

Facility-Colorado at Buckley Air Force Base.

These existing relationships are good starting 

points. As we move into the future, get ready to see 

interdependency expand. The Space strategic documents issued by the White House, Department of 

Defense, and Army make it clear that the plan for 

the future calls for maximum effort in partnerships. 

USASMDC/ARSTRAT’s interdependency is expected 

to grow and become more important. The command 

will be assessing what missions still can be done independently, and with whom we should be interdependent. These are critical questions.

Taking that “deep dive” is a big part of the overall 

equation. Some of the answers on how to go forward 

will come from experience, as the command continues 

and expands our partnerships. Other answers will come 

from our people, who are always the greatest source of 

ideas and efforts. We also can expect to learn from the 

partners through best practices, lessons learned, and 

interaction at every level.

I mentioned earlier that interdependency has 

advantages and disadvantages. Some of the advantages are that it can help get the job done faster, cheaper, and to a greater depth. Disadvantages come about 

when interdependency reduces our freedom of operations–is someone else’s approval needed to begin a 

task or make a decision. Also, the Army still is having 

trouble getting the balance right between the active 

forces, National Guard, and Army Reserve. That last 

item becomes important when forces need to be activated quickly. Instead of putting these issues on the 

shelf, we need to work through them to achieve solutions and opportunities.

The White House, DOD, and Army strategic 

Space documents have a lot of ways to describe the 

overall idea of interdependency. Making use of those 

terms is a good way of putting the discussion and 

thought process about interdependency at a conversational level. As you read the documents, look for and 

think about collaboration, cooperation, sharing, and 

exchanging. Committing yourself to the spirit, intent, 

purpose, and implementation of those principles is the 

starting point for building interdependency. The documents outlining strategic Space policies for the coming 

years include:

•	 National Space Policy of the United States of 

America (June 2010)

•	 National Security Space Strategy (January 2011)

•	 Sustaining U.S. Global Leadership: Priorities for 21st 

Century Defense (January 2012)

•	 Army Strategic Space Plan (2011)

The United States and its military are entering a 

new era. Even though demand for military capabilities will be high, funding for resources probably will 

decline. That circumstance is one reason for Army 

Space and Missile Defense professionals to embrace 

interdependency to some degree. Your willingness to 

say “yes” is a first step in a larger discussion and progression toward answering the questions of who, what, 

when, and how much for interdependency between our 

command and its partners.

Will you be part of the conversation?

The 

Sun 

Never 

Sets on 

USASMDC/

ARSTRAT
10 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Space Blueprint

Optimizing Capabilities for Interdependency

By Mike Connolly, Director, Army Space Professional Development Office
2012 Space Cadre Edition 11

<<< 01 >>>

Choosing the theme for the annual Army Space Cadre 

Symposiums has always been a challenge because we want 

something that makes sense, is relatable to the audience and 

defensible. In breaking down this year’s theme, consider a blue , 

print as a plan for the future, optimizing capabilities as doing 

more with less, and interdependency as exchanging what you 

have with others as they also share with you.

For us to continue our success into the future we must 

be able to do more with less and enhance our current capabilities by drawing on other service/organizations capabilities. 

We must also think through our transition from supporting an 

Army at War to supporting a peacetime Army. How can we 

retain and build on the successes we have achieved over the 

past several years?

Simple!

If only it were.

As the Army Space Personnel Development Office looks 

into the future, our blueprint begins with the completion of 

the Army Space Cadre Assessment. This document will evaluate current Space Cadre development and distribution against 

anticipated future requirements identified in the ongoing Space 

Capabilities Based Assessment (CBA). It will provide recommendations to ensure Army Space Cadre members complete 

necessary training and achieve appropriate distribution throughout the Army and the DOD community, to fully leverage Space 

capabilities and influence future structure, applications, and 

effects. This assessment is ongoing in a two phased approach.

•	 Phase one has reviewed current policies, procedures, and 

systems that govern the Army Space Cadre. As a result of this 

review we have adopted changes in how we track cadre members and how we schedule them for Space training; along with 

recommendations on how we reward and recognize Space 

Cadre members. Additionally, we have formalized Space Certification levels for Space Cadre members along with developing professional development models for all categories of the 

Space cadre.

•	 Phase two has initiated a call for Space Cadre billet nominations Army wide while assessing future requirements.

In the end, we will have a holistic review of the Space Cadre, 

approved by senior Army leadership and tied to the recently 

published Army Space White Paper and ongoing CBA.

In addition to the cadre assessment, the ASPDO, specifically the FA40 Personnel Development Office (PDO), is heavily involved in the Army’s review of its Grade Plate Structure. 

The following bullets, as provided in the initial warning order, 

outline some of the issues and proposed actions that will be 

utilized to “mitigate the challenge.”

•	 Over the past 10 years, the Army’s Grade Structure has become significantly more senior.

•	 The requirement for more Senior Grades has grown disproportionately to the increase in lower grade personnel.

•	 Increased grade requirements adversely impact the potential 

health of the future force by reducing selectivity and competition, and forcing earlier promotions.

•	 A combination of actions is required to mitigate these grade 

plate challenges and to provide for a sustainable and affordable force:

- Reduction of grade requirements

- Increase in promotion selectivity and Time in Grade

The Army’s intent is to rebalance its grade structure to ensure 

overall balance and health of the force through effective and 

efficient leader-to-led ratios, establishing appropriate quality as 

measured by both experience level in each grade and selectivity 

in promotion to the next higher grade, and documenting viable, 

sustainable, career paths for all Soldiers.

The FA40 PDO has been assigned a target of 20 FA40s 

Army-wide (15x O5; 5x O4) to roll back. The end state will 

lead to a future force of Space operations officer billets that 

include more opportunities for captains while aligning the 

Functional Area’s grade plate pyramid.

As the PDO works toward meeting the requirements of 

the grade plate review, they remained engaged with organizations that seek additional FA40s, either as a plus-up or new 

requirement. Within the past few months, coordination has 

occurred to assign a FA40 to the Space Protection Program 

Office, the Air Force Weapons School, the ADF at Buckley 

Air Force Base Aerospace Data Facility, and the USASMDC/

ARSTRAT Technical Center. All of these positions not only 

expand the ability of the functional area to ensure Space related capabilities are provided to the Warfighter, but they also 

solidify the community’s ability to interact with other Services 

and agencies.

As we move into the future, the Space Cadre Assessment 

will serve as our blueprint; we will effectively and efficiently manage the talent of the Army’s Space Cadre to meet all 

requirements; and will seek opportunities to embed Army 

Space operations officers into organizations and positions 

where they can not only provide organic Space capabilities to 

the Warfighter but also insure the capabilities of our sister services and agencies are fully realized. 

Simple ...

Meet you on the objective.
12 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Moving Forward U.S. /Australian 

Partnership

By Mike Howard, 

USASMDC/ARSTRAT Public Affairs

CPT Becky Bort,

Commander, D Company, 

53rd Signal Battalion

Wing Commander 

Patrick J. Del Guidice 

SATCOM Operations Officer, 

USASMDC/ARSTRAT

Bob Kyniston 

Plans Officer, Army Space 

Personnel Development 

Office USASMDC/ARSTRAT

A r t i c l e C o n t r i b u t o r s
2012 Space Cadre Edition 13

<<< 02 >>>

In two historic and momentous ceremonies in 

Hawaii this summer, the U.S. Army Space community took another major step in building stronger international partnerships. Members of the 

Australian Defence Force received U.S. Army Basic 

Space Badges to recognize their work with American 

Soldiers in providing satellite communications capability to both countries’ militaries.

It is the first time members of a foreign military 

have received the badge.

Three Australian service members received the 

badges at the Wideband Satellite Communications 

Operations Center operated by D Company, 53rd 

Signal Battalion, 1st Space Brigade near Wahiawa, 

Hawaii, where they work in concert with their U.S. 

compatriots in controlling satellite communications payload for both militaries. Later in the nearby Regional SATCOM Support Center-Pacific, two 

other Australian service members who work in planning satellite communications requirements received 

the badges.

“We are truly entering a joint-Space environment with our Australian partners,” said LTG 

Richard P. Formica, commanding general of U.S. 

Army Space and Missile Defense Command/

Army Forces Strategic Command. In his comments Formica, who hosted both June 27 ceremonies, stressed the importance of recognizing 

Australians and other international partners with 

the Space Badge.

A recent Department of the Army Exception 

to Policy allows the awarding of Space Badges to 

international forces. Australian soldiers can now 

wear the badges on their uniforms in their U.S. 

posts, according to Bob Kyniston, plans officer for 

the Army Space Personnel Development Office at 

USASMDC/ARSTRAT.

“Additionally, a big thanks goes to the Head 

of Australian Defence Staff in Washington, D.C., 

Australian Army Major General Timothy McOwan, 

for granting local authority to our Australian 

soldiers to wear the Space badges,” said Royal 

Australian Air Force Wing Commander Patrick 

J. Del Guidice, SATCOM operations officer for 

USASMDC/ARSTRAT.

“Until our ceremony, Australian service members had never been awarded or authorized to wear 

the Basic Space Badge on their uniforms which they 

can now proudly display,” said CPT Becky Bort, D 

Company commander. “This groundbreaking decision is a significant milestone for the Wideband 

Global SATCOM project in which Australian service members are fully integrated in U.S. Army satellite control operations.”

At D Company, nine Australian service members work side by side with their U.S. Army counterparts. The Australian service members perform the 

same duties and attend the same Space-professional 

development training as U.S. Soldiers. D Company 

provides continuous communications and satellite 

control of the Department of Defense Wideband 

Global SATCOM constellation for customers from 

tactical to strategic echelons.

“Or, to put it simply,” Bort said, “they ‘control 

the high ground’ ensuring our two militaries continue 

to deliver the vital communications that are needed 

in order for them to complete their mission regardless of their location.”

Similarly, within the RSSC-PAC, the two 

Australians there conduct SATCOM mission analysis for Satellite Access Requests, operational plans, 

orders, and directives, and help to develop Satellite 

Access Authorizations. They also monitor and report 

to the USASMDC/ARSTRAT chief information 

officer/G6 and the Australian Defence Network 

Operations Centre on WGS performance and in 

some instances, conduct Australian Eyes Only planning when formally requested by Australia.

The Space Badge traditionally has been awarded to Soldiers who successfully pass specific Spacerelated, prerequisite training and attain 12-months of 

experience in an Army Space cadre billet. This year, 

the U.S. Army’s Deputy Chief of Staff G1 (personnel department) approved an exception to policy for 

awarding the Space Badge to military personnel from 

other nations.

Formica requested the exception in February.

“Currently, in accordance with international 

agreements, Australian military personnel are working side by side with their U.S. Army Space Cadre 
14 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Soldier counterparts performing the same duties 

and who are required to attend the same Spaceprofessional development training,” Formica said 

in his request. “These foreign military personnel 

deserve full consideration for award of the Space 

Badge.”

The partnership between Australia and the 

U.S. Army is the result of a 2007 Memorandum of 

Understanding for Wideband Global SATCOM 

between the two nations that will endure until 2029. 

Del Guidice explained that the memorandum made 

Australia the major international partner with the 

United States in the WGS project. Australia will 

invest more than $700 million (Australian dollars) 

over the life of the agreement and is committed to 

provide the resources needed to acquire and sustain a sixth WGS satellite. In exchange, Australia has 

“assured access” to the WGS constellation of six satellites, proportional to its investment, about 10-percent, in the overall program.

The partnership agreement also provided the opportunity for both countries to place 

Cooperative Project Personnel in each others’ systems. Consequently, there are now 13 Australian 

CPPs working throughout USASMDC/ARSTRAT. 

This number will grow to 15 in 2013 and remain 

at that number for the duration of the partnership.

Del Guidice emphasized that CPPs are not liaisons. Rather, similar to exchange personnel, they 

report directly to U.S. supervisors as team members. 

They are drawn from all four Australian services–navy, 

army, air force, and Australian public service. This 

long-term commitment aims to leverage the exposure gained by CPPs when they return to SATCOMrelated positions in Australia. Their training and 

experience, including a fresh working knowledge of 

U.S. Space operations and Space force enhancement 

mission areas, will assist Australia to be a more effective and efficient partner to the United States in global 

SATCOM operations, Del Guidice said.

After being presented the badge and realizing 

the impact of being one of the first five Australian 

forces to receive it, Cpl. Clint N. Chilcott echoed 

Formica’s words: “The strategic relationship between 

our two countries comes from the individual, and 

this Space Badge helps to strengthen that relationship and bind us together even more.”

“What a big statement that is being made with 

the awarding of the Space Badges by USASMDC/

ARSTRAT,” said Del Guidice. “This is huge. While 

Australia is in the midst of sorting out its own Space 

cadre organization, it is truly significant to have the 

symbol of Space professionalism and expertise for 

the U.S. Army pinned on the chests of our Australian 

service members who are now recognized as members of that elite group.”

LTG Richard P. 

Formica presents 

the Basic Army 

Space Badge 

to Cpl. Michael 

Thomas of the Royal 

Australian Army 

during a ceremony 

at Wahiawa, Hawaii. 

Thomas, Cpl. Clint 

Chilcott, and Cpl. 

David Boucaut of 

the Royal Australian 

Air Force are the 

first members of a 

foreign military to 

receive the badge. 

Photo by Wing 

Commander Patrick 

Del Guidice 
2012 Space Cadre Edition 15

<<< 01 >>>

Foreign Liaison 

Officer Program 

to Bed Down

By 2nd Lt. Jason Gabrick

50th Space Wing Public Affairs

Construction is underway on a new work area for the 

Joint Functional Component Command for Integrated 

Missile Defense which will make Schriever Air Force 

Base home to two foreign officers; one from Germany 

and one from the Netherlands.With all of the base’s 

mission partners, Schriever is already operating in a joint 

environment, but now, thanks to JFCC IMD, Schriever 

is going international.

U.S. Strategic Command directed the stand-up of 

JFCC IMD in 2005. Since then, the organization has 

been located at Schriever and housed in Missile Defense 

Agency facilities.

For almost eight years, JFCC IMD has been working on a campaign that brings Missile Defense representatives from foreign countries together. With 14 

participating nations and 12 observing nations, the campaign, NIMBLE TITAN, has provided a platform for 

international partnerships and collaboration. 

“It makes sense, within this mission area of Ballistic 

Missile Defense, to partner with our nation’s allies,” said 

John Wilkinson, deputy director of Allied Integration 

at JFCC IMD. “NIMBLE TITAN has helped to engage 

nations around the world in a campaign series of experiments and war games.”

In the event that a ballistic missile is deployed 

against the United States or its allies, decisions regarding missile defense would need to be made immediately.

“You can have all the operational capability in the 

world to defend, but when a missile defense situation 

occurs, it’s a fast fight. It occurs within minutes,” said 

Wilkinson.

Because of this limited duration, continuous communication with U.S. allies is necessary to synchronize 

missile defense capabilities and decision-making processes.

Now, Schriever will be home to JFCC IMD’s newest program with German and Dutch officers set to 

arrive this fall. The Foreign Liaison Officer program is 

the nation’s newest endeavor to strengthen those missile 

defense ties and Schriever has the unique opportunity 

to host that mission.

The 50th Space Wing Plans and Programs office 

organized a site survey last winter after which the bed 

down plan for JFCC IMD’s FLO program was established.

“50 SW Plans and Programs, or XP, is the front 

door. When any new or existing mission or agency 

would like to build, use current facilities, or change their 

existing footprint on 50 SW property, they must come 

through our office. We are the facilitators who link 50 

SW internal and external agencies together to ensure 

compliance with the Air Force Basing Process,” said 

Devon Thomas, 50 SW Site Survey Beddown manager.

In the meantime, Team Schriever is being praised 

by JFCC IMD’s leadership for the support it has 

received throughout the bed-down process.

“It has been a partnership with tremendous teamwork between mission support, civil engineering, the 

contracting squadron, security forces, and, I could go 

on and on,” said Wilkinson. “Team Schriever has really 

stood up and has been willing to help us out. They 

have been open-minded and we really do appreciate that 

because of our unique mission.”

JFCC IMD expects as the FLO program expands 

the two foreign officers scheduled to arrive this fall will 

only be the first of many at Schriever.
16 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Space Law

“Space resources” can be broadly defined to 

include both tangible and intangible resources 

found in the Space environment (e.g., electromagnetic spectrum, orbital slots, mineral resources), as well as man-made resources that 

enable use of Space (e.g., spacecraft, launch capabilities, emerging technologies). Regardless 

of the form they may be found in, the utilization 

of all Space resources is directly impacted by 

trends in the strategic environment. The 2011 

National Security Space Strategy identified 

three trends that are driving the current and future strategic environment – Space is becoming 

increasingly congested, contested, and competitive. These trends may cause or necessitate 

changes to the law.

The electromagnetic spectrum (EMS) is one 

Space resource that is already highly regulated, 

but the existing legal regime may be tested 

due to the increasing demand on this finite resource. Orbital slot allocation in GEO may face 

similar challenges. Orbital congestion (in GEO 

and other orbits), due both to increased use 

and Space debris, is another area that may drive 

legal change. Emerging technologies aimed at 

enabling removal of debris, or the servicing of 

existing spacecraft, also may necessitate changes to the law before they can be widely and effectively used.

Law can also be used as a tool in a competitive environment. Recent discussions relating to 

export control reform and improvement of acquisition processes stem partly from the impact 

the current policies and processes are having on 

U.S. competitiveness, particularly in the commercial Space industry.

Finally, there has been an increasing commercial interest in Space resource exploitation, 

such as mining minerals on the moon or asteroids. As it currently stands, international Space 

law does not differentiate between government 

and commercial activity with respect to the utilization of Space resources; the use of natural resources is permitted. If commercial companies 

are successful in their endeavors, there may be 

some movement at the international level to refine existing Space law to address these activities. However, even if changes are not immediately made to existing law at the international 

level, it is likely that commercial exploitation of 

natural resources in Space will drive changes to 

domestic law in various countries.

Legal Aspects of Space Resources
2012 Space Cadre Edition 17

Capt. Susan Trepczynski

` Chief, Space Law HQ AFSPC/JA

How long working 

Space Law issues?

Received LL.M. in space law from 

McGill University in 2007. Have 

been Chief of Space Law at HQ 

AFSPC/JA since August 2011.

What are some of the key parameters 

within Space Law that impact creating a 

Space Blueprint for the future - not just for 

the Services, but for DOD as a whole?

At the international level, Space law is really very permissive, 

meaning there are not a lot of activities that a State would 

want to pursue in Space that it cannot pursue. That is not 

to say there are no limitations; for example, there are limitations on the positioning of weapons of mass distruction in 

outer Space, and Space activities should not be conducted 

in a manner that causes interference with the Space activities 

of other nations. As new international rules and guidelines 

are proposed, we need to be cognizant of the impact these 

proposed new rules could have on DoD operations and the 

ability of the DoD to effectively meet national security goals.

What about challenges?

Space law should generally not be seen as creating challenges 

for creating a Space Blueprint – as long as we know what 

the law is, it is not difficult to fashion plans that fall within 

its boundaries. As mentioned above, international space law 

is currently fairly permissive. Working within domestic law 

boundaries may be more difficult (at least in the sense that 

there are more, and more detailed, domestic laws that we 

must comply with), but we do it every day. The real challenge 

for a long term blueprint will be anticipating potential shifts 

in international laws and guidelines. 

What do you see as the primary opportunities 

for the military to increase the concept 

of partnership in Space programs?

The 2011 National Security Space Strategy emphasizes 

the importance of working with our international allies to 

“explore the development of combined Space doctrine,” as 

well as expanding agreements to augment national security 

Space capabilities. The NSSS discusses increased interoperability, compatibility, and integration of partner nations, 

and some of these efforts have already begun. For example, 

Space Situational Awareness has been the subject of recent 

agreements with international partners, and is an area where 

we can expect to see more agreements in the future. We 

have also concluded agreements with our international allies 

in recent years for SATCOM capabilities (AEHF and WGS) 

and the resulting international partnerships appear to be beneficial for all involved. 

What is your key message to the Army Space 

Professional in regard to Space Law?

Space law provides the rules of the game for Space professionals and a basic awareness of those rules can only be 

beneficial. With layers of national and international rules, regulations, and non-binding guidance, resolving legal issues can 

be complex. We don’t expect Space professionals to resolve 

legal issues – we just want to provide them with a fundamental understanding of Space law so they can get a sense of 

when there may be a legal issue involved in something they 

are working on, and bring that issue to their legal counsel. 

<<< 04 >>>
18 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

 Satellite Communications

One of the Australian Defence Organization's 

most comprehensive ventures in SATCOM is 

a project with the United States Government 

under a Memorandum of Understanding for 

Wideband Global SATCOM (WGS). This agreement will grow over time to at least 9-plus highcapacity wideband communications satellites 

with geographically dispersed control stations 

across the globe. The WGS objective is to provide ample, reliable and sustainable wideband 

military SATCOM to the United States and its 

international partner nations such as Australia. 

On Nov. 14, 2007, Australia signed up to the 

WGS MOU with the United States and became 

the major international partner in the WGS project. Worth more than $700 million (2007 dollars) 

over the 23-year life of the MOU, Australia’s commitment was to provide the resources needed 

to acquire and sustain a sixth WGS satellite (referred to as WGS-6). Some of this resource commitment was the provision of 16 Cooperative 

Project Personnel to the US to be embedded 

throughout USASMDC/ARTSRAT. For AUS, the 

MOU guaranteed “assured access” to the WGS 

constellation of six satellites, commensurate 

with its investment. The USA-AUS WGS MOU 

has also had an impact on the entire WGS project, designating what was once a US-only network as a network now releasable to Australia 

(ie, releasable to U.S. and Australian personnel) 

– something very unique and somewhat precedential in the USA SATCOM environment.
2012 Space Cadre Edition 19

<<< 05 >>>

How long have you 

been working as a 

Space Professional?

I have been involved in Space on and off in my career, over 

28 years. As an Electronics Engineer in the Royal Australian 

Air Force, I have had several jobs that could be considered 

to be Space Profession related. As a Space Professional, 

strictly speaking, I suspect I have had approximately 15 years 

of experience.

At present, there is no equivalent FA40 stream in 

Australia. This is something that is being considered, predominantly within the Air Force, and primarily related to ISR 

capabilities such as SBIRs. The communications aspect of 

Space capabilities (ie SATCOM) in Australia is the domain 

of the CIOG which stands separate as an organization from 

Air Force, Army or Navy. The problem for the Australian 

Defence Forces will be finding a balance in defining what 

it means to be a Space professional and how the services, 

jointly, will manage these competencies.

How long have you served in 

the Austrialian Army?

Never. I am currently a Royal Australian Air Force officer 

and have been since October 1996 (over 15 years). I originally joined the Canadian Forces Air Force in Jun. 1984, then, 

when the opportunity presented itself, I laterally transferred 

to the RAAF at the O-3 level. So, at present, I am in my 28th 

year of military service across two Air Forces.

What was your original branch or equivlant ?

In Australia, branch would mean Air Force. In Canada I 

started out as an Aerospace Engineering Officer (AERE). 

When I joined the RAAF, I became an Electronics Engineer 

(ELECTR).

What do you see as the key ingredients of 

the WGS partnership between Australia and 

the United States — what makes it work?

The key ingredients of the WGS partnership between 

Australia and the U.S. are the people and the professionalism and friendship they exercise in their interactions with 

each other. We are all interested in a successful partnership, and the challenges we face are often overcome by the 

bonds between us and the desire to make WGS a modelproject of international partnerships. The partnership is 

further strengthened by regular interaction and exemplary 

team-work which occurs in every facet of the WGS project. Adding to this is the U.S.’s embedding of Australian 

Cooperative Project Personnel (CPP) who contribute daily 

to USASMDC/ARSTRAT’s and USSTRATCOM’s WGS 

objectives and by their very appearance, serve as a daily 

reminder of the importance of the partnership and the 

degree to which we remain committed to one another.

Since the future includes the concept 

of international partnerships within 

our military strategy, what does that 

mean in terms of a Space Blueprint?

Whilst I cannot comment competently on the U.S. outlook, the concept of international partnerships in terms 

of a Space Blueprint is evidenced in the numerous Equal 

Value Exchange (EVE) and Non-EVE agreements we 

already have in place between Australia and the United 

States with regard to satellite communications (SATCOM). 

Wing Commander (WGCDR) 

Patrick J. Del Guidice

` SATCOM Division Operations Officer 

USASMDC/ARSTRAT G6 SATCOM Division ~ 1.5 years
20 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

For example, there are SATCOM efforts between Australia 

and the United States in the Narrowband arena with 

regards to UHF. On the Intelligence, Surveillance and 

Reconnaissance (ISR) side, there are Australians embedded 

in SBIRs operations areas at Buckley AFB and there is also 

an Australian embed in JFCC-Space at Vandenberg AFB. 

Recent efforts with regard to Combined Space Operations 

are also indicative of a burgeoning international partnerships towards blueprinting how we will continue to work 

effectively with each other in Space-related endeavors.

What can the international military Space 

community do to increase the concept 

of partnership in our programs?

From my perspective, we are making significant headway 

in this regard as evidenced by the integration of Australian 

CPPs under the WGS project within USASMDC/ARSTRAT 

and USSTRATCOM and the overall success of the WGS 

Program. However, there are still numerous challenges to 

overcome and perhaps one of the most obvious challenges 

lies in validating and/or challenging the NOFORN aspects 

of other Space/SATCOM programs. Please note, I am not 

dismissing things that are truly NOFORN since our sovereign secrets must remain safeguarded in the interests of 

our own national security; however, as an observation, there 

appears to be areas that are categorized as NOFORN that no 

longer need to be protected. So, in the interests of meeting 

U.S. Presidential direction to better share information with 

close allies, and also to “train as you intend to fight,” I am left 

wondering about who owns these problems and whether or 

not they are seeking a decisive resolution to these particular 

challenges. Therefore, in the interests of true partnership in 

our programs, I wonder if the international military Space 

community should not be pushing harder to rescind Space/

SATCOM programs that no longer require a NOFORN 

level of protection, better opening the way forward for stronger partnerships and international cooperation.

What is your key message to the 

Army Space Professional?

As an International Partner, I would offer that I sincerely value my country’s relationship with the United States 

of America and I am genuinely proud to be embedded 

in USASMDC/ARSTRAT working with Army Space 

Professionals. I would encourage my U.S. colleagues and 

fellow Space Professionals to continue to grasp the importance of International Partnerships and what they mean in 

the Strategic arena. The global environment is now more 

complex than it ever has been; we see significant economic ties between countries, significant stress between nations 

with different geo-political ideals, and information-exchange 

capabilities that have spawned massive changes in countries 

across the world–e.g. the Arab Spring. Now more than ever, 

our international partnerships have become the fabric of our 

global defensive posture and our reliance upon one another is not merely convenient–it is essential. Therefore, trust, 

integrity, loyalty and team work need to be at the forefront 

of our consideration whenever we are working together. My 

key message is that we continue to value each other and 

when possible, do everything we can to fortify the relationship and support each other. Together we need to “Secure 

the High Ground.”
2012 Space Cadre Edition 21

 Space

 Professional Expertise

FA40s provide answers 

to questions concerning 

the future, capabilities 

and changing strategy.

+ Optimizing Space Capabilities 7.30 - 8.2

U..S. Army Space and Missile Defense Command/Army Forces Strategic Command

THREE CORE TASKS:  TODAY • TOMORROW • DAY AFTERTOMORROW

Fig 853.6

Multi-Capabilitiy Diagram
22 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

MAJ Rodger Pitt

MUOS Launch Assistant Program Manager Legacy UHF SATCOM Operations Manager

PEO Space Systems, PMW 146 (Navy Communications Satellite Program Office) ~ 9 months

fa40 experience 9 years army experience 17 years original branch Military Intelligence

What do you see as the biggest immediate challenge facing the 

Army Space Professional as a community in terms of having a 

Space Blueprint for the future?

Experts. . . Not just Space Operations Subject Matter 

Experts, but Space Acquisition Professionals (Career 

Space Acquisition Professionals), Space Technical 

Experts (Engineering, Physics and PhD level), Joint 

Space Experts, Interagency Space Experts, Space Policy Experts. This is what should drive the Space Cadre 

Community to two different space career tracks. It is 

not just having the experts, but developing them as 

well. It will also require us to manage the two tracks 

(Space Operations track and a Space Technical/Acquisitions track) separately and appropriately. Gen. 

(Ret.) Ed Anderson was quoted in the ASJ a while 

back as stating that the Space Acquisition Professional 

career field should be managed the same as the Medical Professional career field. This thought process 

should be considered for all of our Space Technical 

and Space Acquisition Experts; otherwise, the Army 

Space Professional will constantly be jumping from 

one space mission area to another, based on assignments, without being able to become an expert that 

can influence the space business positively in certain, 

very technical, space mission areas.

What about the broader picture of the Army and Department of 

Defense as a whole?

The space business is very complex and diverse. Each 

mission area within the United States Government 

space community has its own detailed plan of action 

and path forward (or Blueprint). It is very difficult for 

the Government as a whole to have a consolidated 

Space Blueprint. There is not one Executive Agent 

that controls all requirements and all funding for Space 

Capabilities; this makes it very difficult to have a Space 

Blueprint. Due to the fact that the Space Community 

crosses Inter-Service and Inter-Agency boundaries, it 

is absolutely necessary to find a way to optimize the 

use of the multitude of space capabilities that exist 

and are being developed, which, in many cases, are 

inherently mutually reliant upon each other. This in 

and of itself makes it very difficult to develop a Space 

Blueprint across the Army, especially since the Army 

is probably the biggest use of space capabilities, albeit, 

has very limited acquisition funding for the spacebased capabilities on-orbit, but tries to take advantage 

of the capabilities after they are built and operational. 

A Military Intelligence Colonel used to brief that 5% 

of the Army Space Community (FA40, MI, and SC) 
2012 Space Cadre Edition 23

<<< 06 >>>

focuses on developing the right space capability before it reached orbit and 95% of the Army 

Space Community focuses on taking advantage of 

the space capabilities that some other service or 

agency developed and put into operations.

What can the Space community do to increase the concept of 

partnership in our programs?

Many of the FA40s are assigned in Joint, InterService and Inter-Agency organizations; it is absolutely essential for the Army Space Cadre to 

embrace their position within these organizations. 

Don’t be the guy that is introduced as “this is our 

Army guy,” be the guy that is introduced as “this 

is [name], whom is a crucial part of our team.” 

This is the only way that partnerships with other 

service programs and partnerships with other 

agency programs will be further developed. If this 

happens, these other programs will be able to embrace the Army Space Cadre and treat us as part 

of their team, which will enable an Army Voice to 

be heard in these Joint, Inter-Agency and InterService programs.

What is your key message to the Army Space Professional?

As a junior Army Space Professional, be a sponge 

of Space Knowledge. Once you find a Space Mission Area that truly excites you, become the Expert in that Space Mission Area. Then pursue that 

Space Mission Area throughout your career. The 

Army Space Operations Officer can learn to do 

a job in a year, but it may take several years to be 

the expert in a specific Mission Area. I feel it is not 

until you become the expert that you can effectively help the Army and DoD Space Community 

to further develop the Space Blueprint that Optimizes capabilities that are mutually reliant upon 

each other.

LTC Timothy Dalton

Space Operations Planner

USSTRATCOM/J31 ~ 8 months

fa40 experience 7 years army experience 17 years original branch Air Defense Artillery

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of having a Space Blueprint for the future?

I think that is just it. We need to make sure we 

have a blueprint for where we want to be in the 

near, mid, and long-term. Things may change over 

time but we must have a plan and vision to guide 

us as we continue to develop and improve our 

community.

What about the broader picture of the Army and Department 

of Defense as a whole?

For the Army and DoD as a whole we need to 

clearly communicate what we do in the Space 

Mission Area and why we are relevant to the 

Warfighter. We (Space Professionals) can provide 

a great deal of value at the operational and tactical levels and need to ensure leaders at the lowest levels understand how we can assist them and 

provide them the ability to leverage capabilities we 

can bring to the fight.

What can the Space community do to increase the concept of 

partnership in our programs?

We need to make as much of our information as 

possible releasable at the lowest level possible. 

Too many times we classify information at levels 

that prevent us from sharing relevant information 

with our mission partners (military, government, 

and commercial).

What is your key message to the Army Space Professional?

Enjoy your profession and seek opportunities to 

learn and grow. We have such an exciting mission 

area with a diverse mission set. There are a tremendous amount of opportunities to learn and 

grow in our profession with each new assignment.

For the Army and DoD as a whole we 

need to clearly communicate what 

we do in the Space Mission Area and 

why we are relevant to the Warfighter.

— LTC Timothy Dalton
24 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

LTC James W. Crossley

Army Advisory Element Chief and Director of Operations for Joint Ops

505th Command and Control Wing, USAF Warfare Center ~ 14 months

fa40 experience 8 years army experience 19 years original branch Armor

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

The first and most important step is that we 

need to publish one. It does not have to be perfect... just get it out there and start the debate. 

The biggest challenge for the Army Space Professional community will be defining our role 

in military operations as we withdraw from our 

era of persistent conflict to an environment of 

training for conflict. We have demonstrated our 

worth through capabilities that may or may not 

be relevant in future conflicts. We have to focus 

the Space Blueprint on the threat in those future 

conflicts and demonstrate those capabilities in 

the training environment.

What about the broader picture of the Army and Deparment of Defense as a whole?

In the same sense as the question above, DoD as 

a whole needs to take a hard look at how Space 

Operations are integrated into operational and 

strategic-level exercises. As we draw down from 

the state of persistent conflict, the services are 

starting to concentrate more on the exercises 

and wargames that involve major combat operations in fully contested domains. Service leaders 

want those contested domains to include not 

only Air, Land and Sea; but also Space and Cyber. We as Space Professionals must lead the way 

in defining what a contested Space domain looks 

like and accurately representing that in the training and exercise environment.

What can the Space community do to increase the concept 

of partnership in our programs?

This is a difficult task when talking about striking up partnerships with international partners 

other than the ones with which we are already 

traditionally aligned. Budget constraints and the 

further commercialization of space will force a 

change to this paradigm. The most logical step 
2012 Space Cadre Edition 25

<<< 06 >>>

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

The biggest immediate challenge is transitioning 

from a focus on supporting an active war effort 

to a peacetime force. FA40 was still in its infancy and had yet to develop a stable role within 

the Army on 9/11. Supporting the ongoing wars 

in Iraq and Afghanistan has therefore defined 

FA40. The War on Terror has helped FA40 find 

a role for itself and develop into a large and robust community, but without a clear and evolving vision of how FA40s will continue to support the Army outside of those conflicts there is 

always a danger of losing focus.

What about the broader picture of the Army and Department of Defense as a whole?

Flexibility. Rapidly evolving technology will blur 

the lines between space, cyber and the Warfighter. 

Information is the ultimate battlefield enabler 

and its distribution and gathering is evolving to 

be both the nation’s greatest strength and weakness. Space is a creator and enabler of that flow 

of information to and from the Warfighter. In 

recognition of that, FA40, the Army and DoD 

need to focus on protecting that information 

bridge and recognizing the weakness in our potential opponents’ information flow.

What can the Space community do to increase the concept 

of partnership in our programs?

As a battlefield enabler the Army space community is in a unique position to leverage capabilities not just within the Army but within the 

DoD and other federal agencies that have a role 

in space. This can be achieved by an increase 

in the number of joint and inter-governmental 

agency assignments by FA40s.

What is your key message to the Army Space Professional?

The space professional’s job is to always consider how to leverage space, or space related capabilities to create or enable battlefield effects. As 

long as Army space continues to be the voice of 

the Warfighter in the larger space community the 

future is bright.

MAJ Brad Townsend

Support Engineer

NASA ~ 1 year

 fa40 experience 4 years army experience 10 years original branch Armor

is to expand our traditional space partnerships 

to include other space innovators inside NATO. 

The further commercialization of space is going to stress our current space technology proliferation rules to their limits. We have to work 

to update these rules, given the current global 

environment, to balance the right amount of national security to the necessary amount of free 

market needed for our commercial space industry to thrive.

What is your key message to the Army Space Professional?

For an FA40, be an Army field grade officer first, 

and a space professional second. What I mean 

by that is know how to lead and manage organizations at the field grade level and how to be 

a field grade staff officer and conduct MDMP, 

know how the Army functions at the operational-level of war and how it ingrates into the concept of joint operations. After all of that, then 

apply your space expertise to solve the unique 

challenges you find that the Army faces.
26 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

Implementing the Army Space Strategy during 

this period of declining budgets and downsizing. The Army Space Strategy was signed by the 

Secretary of the Army and the Chief of Staff 

in 2011. The Army Space vision is assured access to resilient and relevant space-enabled capabilities to ensure the Army can conduct operations around the world. To achieve this vision, 

the Under Secretary of the Army endorsed an 

Implementation Plan that will serve as the foundation for building Army 2020. Recognizing the 

gap between today and Army 2020, the Senior 

Army Space Council identified two tasks to 

bridge the gap. The first task is for TRADOC/

ARCIC to lead the development of a strategic 

level DOTMLPF strategy for operating through 

a degraded space environment. The second task 

is for USASMDC/ARSTRAT to lead an effort 

to develop training plans and TTPs to mitigate 

the loss of space-based capabilities from the individual soldier to collective unit training.

What about the broader picture of the Army and Depart of 

Defence as a whole?

Declining budget. As the Army adjusts to today’s 

fiscal realities, there is no appetite for new starts 

or efforts that are perceived to be outside the 

Army’s core competencies. The challenge is to 

create a narrative that demonstrates the Army’s 

dependence on space - based capabilities and the 

implications when they are lost. The narrative 

has to be compelling enough to influence senior 

decision makers who are under a lot of pressure 

to reduce spending.

What is your key message to the Army Space Professional?

We know that space is becoming increasingly 

contested, congested, and competitive. To meet 

these challenges, the Army is implementing a 

space strategy with the vision of assured access 

to resilient and relevant space-enabled capabilities in support of unified land operations.

LTC Edward G. Anderson IV

Space Branch Chief

HQDA G-3/5, Space Division ~ 15 months

 fa40 experience 8 years army experience 18 years original branch Field Artillery

The Army Space vision is assured access to 

resilient and relevant space - enabled capabilities to ensure the Army can conduct 

operations around the world.

— LTC Edward Anderson
2012 Space Cadre Edition 27

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What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

From my position and limited experience as a 

space professional, it is the ambiguity in the career path for the cadre. There are the main key 

and developmental jobs out there, but there are 

also several “one off ” jobs like mine where an 

FA40 is working away from the main body of 

Army Space and ensuring all space professionals have a common operating picture of Army 

Space. I think that is a challenge.

What about the broader picture of the Army and Deparment of Defense as a whole?

I feel like in a resource constrained environment 

it is going to become ever tougher to advance 

Army requirements in space systems and the 

ground segment that controls/uses those systems. I think that as the DoD has to identify efficiencies in both acquisition and manning, we as 

a community are at risk of losing the amount of 

input we have on the development of systems 

and development of concepts of operations if 

we do not maintain Army Space professionals in 

key joint billets with the Air Force.

What can the Space community do to increase the concept 

of partnership in our programs?

If by partnership, we mean coalition partners 

and allies, I think this is tough to accomplish due 

to the sensitivity of our systems, but can be done 

if we focus on operational capabilities that we 

as space professionals provide to the Warfighter. 

As we have seen recently, all major actions we 

take as a military include partnerships to some 

extent and being able to get a common operational picture across the force is critical for mission success and timeliness.

What is your key message to the Army Space Professional?

Never stop learning and enhancing your knowledge of our profession and more specifically 

how it can help the Warfighter fight and win our 

Nation’s wars.

MAJ Charles Harmon

Assistant TRADOC Capabilities Manager for Network

and Services, Signal Center of Excellence

HHC, 15th Signal Bde ~ 8 months

 fa40 experience first FA 40 position army experience 13 years original branch Field Artillery
28 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

The biggest immediate challenge facing the 

Army Space Professional as a community is our 

ability to put Army FA40s in Senior Level positions at the Combatant Command (CCMD) 

level and in key Joint assignments. Today, the 

Army FA40 is embedded throughout the Army, 

Corps and Division levels and the Army Space 

Support Element (SSE) professionals have done 

an outstanding job in institutionalizing space capabilities and effects across the Army. What is 

missing is the ability for the Space Community 

to establish a Space Integration Officer at the 

05/06 level on the Combatant Command staff. 

Why do I see this as important? Normally, the 

Space Coordination Authority (SCA) is delegated down to the CCMD, Air Component Commander (ACC), in where, a Director of Space 

Forces (DIRSPACEFOR or DS4) is established, 

along with a Deputy Director of Space Forces 

(DDS4) and AOC Space COD. But usually, there 

is great distance apart from where the CCMD is 

headquartered versus the ACC supporting and 

while the DS4 and his/her staff are doing great 

things, the information for planning, integration, 

synchronization and coordination does not have 

a single entry/exit point to the CCMD leadership and primary staff in order to institutionalize 

Space capabilities and effects.

What about the broader picture of the Army and the 

Department of Defense as a whole?

The Space domain is a Joint domain. In saying 

this, my viewpoint is that the Services need to 

work together more closely to develop a Joint 

way ahead with regards to the Space domain. 

One of the more challenging areas I see is the 

ability of the Space Professional to educate Senior leaders, staff ’s and user’s on Space capabilities, the effects the capabilities can provide and 

how organizations and units needing the space 

capabilities can request them. In support of this 

effort, the JS J7 JCW, Space and Missile Defense 

Functional Area is working to develop the next 

generation of academics for the Space domain 

to be incorporated into the Senior Leader Education Program for PINNACLE, CAPSTONE 

and KEYSTONE.

What can the Space community do to increase the concept 

of partnership in our programs?

First, I believe we need to have a truly “Joint” 

Space Symposium, similar to the Army Space 

Symposium. Included should be representation 

from all Joint, Service, and Agency partners with 

Space equities. The Space Community should 

even consider having a breakout session with our 

allies and coalition partners and nations. Second, 

there is a need for a formalized joint forum for 

Space Education and Training, similar to the Ballistic Missile Defense (BMD) Training and Education Group (BTEG) that is ongoing today.

What is your key message to the Army Space Professional?

It is truly the “Art of War” and not the “Science 

of War” in the Army FA40’s ability to bring situational awareness of Space capabilities and effects to the leadership, staff and subordinates of 

the units and organizations they serve in and/or 

work with. As an FA40, your job is to develop, 

brief and educate all levels you come in contact 

with on Space capabilities and effects, and you 

must cover all aspects of the Space spectrum including joint, service and commercial capabilities.

LTC Larry J. Roberts

Chief, Space and Missile Defense Functional Areas, Joint Training

Joint Staff, J7, Joint and Coalition Warfighting (JS, J7 JCW) ~ 22 months

fa40 experience 8 years army experience 28 years original branch Air Defense Artillery
2012 Space Cadre Edition 29

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MAJ Matt Schreiber

Chief, Space Based ISR Future Capabilities and Requirements Branch

Joint Staff/J28 ~ 2.5 years

fa40 experience 6 years army experience 14 years original branch Armor

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

I see two immediate challenges facing the Army 

Space Professional as a community in terms of 

having a Space Blueprint for the future. The first 

challenge is continuing to assess where are the 

best places to apply our most limited resource, 

our human capital-Army Space Professionals, 

across the Joint Force. Another immediate challenge facing the community is contributing to 

the ongoing debate on operating through a degraded Space environment.

What about the broader picture of the Army and Department of Defense as a whole?

I am currently postured to offer an opinion on 

the broader challenges of the Department vice 

the current challenges in the Army. From my 

foxhole on the Joint Staff, it appears the Department is wrestling with prioritizing and programming fiscally constrained resources as we adapt 

to the recently published Defense Strategic 

Guidance and as we continue to shape the future Joint Force.

What can the Space community do to increase the concept 

of partnership in our programs?

From a generating force perspective, the Army 

Space community can continue to man positions 

external to the Army where they would have 

direct access and influence with other military 

services, defense agencies and other government 

and non-government agencies and organizations. 

The Space Community’s operational force sees 

the successes and failures of existing and prior 

partnerships and should continue providing 

feedback to facilitate the improvement of existing partnerships or fostering new partnerships.

What is your key message to the Army Space Professional?

Take advantage of the wide range of job opportunities at the captain, major and lieutenant 

colonel ranks to “test the waters” and figure 

out what you like and where you can best contribute within the Army Space Community.

From my foxhole on the Joint Staff, it appears the Department is 

wrestling with prioritizing and programming fiscally constrained 

resources as we adapt to the recently published Defense Strategic 

Guidance and as we continue to shape the future Joint Force.

— MAJ Matt Schreiber
30 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

COL Tom James

Deputy Director

USASMDC/ARSTRAT Future Warfare Center ~ 2 months

fa40 experience 12 years army experience 28 years original branch Aviation

What do you see as the biggest immediate challenge facing 

the Army Space Professional as a community in terms of 

having a Space Blueprint for the future?

The biggest challenge we have as a community 

when defining our roles and responsibilities is 

our ability to speak in terms of operational impact (or maybe better stated, our tendency not 

to). I think it is fairly common for FA40s to default to general discussion about how we support Army objectives, or become too focused 

on the technical aspects of what we do–geek 

speak. Every Space Operations officer must be 

able to discuss, at varying levels of classification, 

hard hitting examples of how we have supported 

commanders’ Warfighting Functions across the 

Space force enhancement and Space control mission areas. We have to know when and how to integrate those examples into discussions of what 

the FA40 community does and should do for the 

U.S. Army. This ability forms the relevant basis 

for serious discussion on our “blueprint” for the 

future. Space officers must master this skill.

Dovetailed into this challenge is the continuing 

battle to train our force of FA40s to an appropriate level in satellite technologies, Army and 

Joint doctrine, and policy expertise. It’s a tough 

business–the scope of satellite technologies we 

should master is extensive and growing; U.S. 

military doctrine remains a moving target; and 

policy processes and procedures (formal and informal) that allow our military and government 

to function are convoluted and confusing at 

best. But we need to spend the energy, time, and 

resources to ensure that we aggressively expand 

Dovetailed into this challenge is the 

continuing battle to train our force of FA40s to 

an appropriate level in satellite technologies, 

Army and Joint doctrine, and policy expertise.
2012 Space Cadre Edition 31

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our knowledge base in these areas. The training courses provided by USASMDC/ARSTRAT have come a 

long way in the last decade in terms of quality and 

capacity, but they cannot adequately cover all the topics needed. Much of what a Space Operations officer 

must know has to come from experience, self study, 

and discussion with other FA40s. basis for serious discussion on our “blueprint” for the future. Space officers must master this skill.

Education of those we support is another challenge. 

I’ve found staff sections, and sometimes commanders, that were initially leery of a Space officer offering 

assistance. The concerns ranged from dealing with 

something new and unknown to suspicions about 

actual value of the capabilities presented. Most of 

the time I’ve found that once explained in a way that 

clearly showed the value in terms of operational impact, and that the capabilities were complementary 

and not competitive to staff sections, I’ve had little 

trouble overcoming integration challenges. The key 

is to know what to educate on in both technical and 

operational language and to temper enthusiasm with 

practicality.

What can the Space community do to increase the concept of 

partnership in our programs?

The FA40 community is already engaged in numerous partnership efforts, too many to list here. We 

need to continue to search out areas that have obvious 

promise of synergy with other branches of the Army, 

other branches of the service, DoD, governmental, 

civilian, commercial, other nations (primarily their 

military), and academia. Our challenge is prioritizing 

these activities based on return on investment (time, 

energy, people, funding) and criticality to Army and 

DoD objectives. These priorities must be synchronized and support overarching Army and DoD plans. 

Piecemealing partnership into our programs or taking 

a “hobby shop” approach is not only inefficient, it can 

become ineffective under the discipline of a resourceconstrained environment. Efforts have to clearly 

show how they are linked to objectives and how they 

gain efficiencies and effectiveness.

What is your key message to the Army Space Professional?

I offer five key areas that I believe are critical to the 

Space Operations officer: operational relevance, self 

education, educating others, building relationships, 

and adhering to the Army Values. Relationship building is essential to success as an FA40, yet a task we 

don’t specifically train or focus discussion on. You 

have to be able to quickly gain and grow the trust and 

confidence of the commands and staffs with which 

you interact. This skill is important to all U.S. military 

officers, but it may be tougher to achieve for FA40s. 

Few branches have to routinely integrate with the 

exceptional breadth and variation of organizations 

and capabilities that confront the typical officer in an 

FA40 assignment. Relationship building is much more 

than gaining credibility through your technical and 

tactical skills. It is the real art, more than science, of 

imbuing professionalism in your actions and solving 

even tough group problems without alienating your 

counterparts and leaders.

The most important part of relationship building is 

rooted in the Army Values and reinforces trust and 

mutual respect. Numerous senior officers have taught 

me that if you ensure your words and actions are governed by the Army Values, everything else will work 

out. Everything we do as a profession of arms demands a foundation in these values.

I offer five key areas that I believe are critical to 

the Space Operations officer: operational relevance, self education, educating others, building 

relationships, and adhering to the Army Values.

— COL Tom James
32 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Space bluePrint

Optimizing Space Capabilities Photos By Dottie White
2012 Space Cadre Edition 33

<<< 07 >>>

Clockwise from far left – LTG Richard P. Formica, commanding 

general of USASMDC/ARSTRAT, addresses Army space professionals 

attending the 2012 Army Space Cadre Symposium in Colorado Springs, 

Colo. Formica leads a discussion on what it means to be an space 

professional in today’s military environment. COL James Meisinger, 

commander of 1st Space Brigade, elaborates on his unit’s operational 

focus. BG Tim Coffin, deputy commanding general for operations of 

USASMDC/ARSTRAT, and Mike Connolly, director of the Army Space 

Professional Development Office, listen in on the discussion. COL Andrew 

Weate, chief of staff to the Executive Agent for Space office, makes his 

point on the role of the Space Support Element. COL Tori Miralda, director 

for Combat Development in FWC, makes her notes during the symposium.

“ The 1st Space Brigade's main 

effort is current operations, 

mainly performed by the WSOCS, 

JTAGS, and elements deployed to 

CENTCOM. We have two supporting efforts. First is exercises and 

training which prepare soldiers for 

current operations. The second is 

brigade modernization, which is 

a cooperative effort with FWC and 

the staff to fill DOTMLPF gaps

across the brigade.” 

COL James Meisinger

Commander 1st Space Brigade
34 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

By BG Robert W. Enzenauer, 

COL Donald P. Laucirica, & LTC Jesse M. Morehouse

A Space Blueprint for 

the National Guard

The National Guard is strongly positioned to leverage Army Space capabilities. With more than 40 percent of all Army Space forces, the National Guard 

can and should utilize Space in support of domestic 

operations much as it has done during combat operations in Iraq and Afghanistan.1

 But deploying Space 

assets in support of domestic operations is a challenge for several reasons. First, unlike aviation, medical, and engineering assets, which are found in most 

states, National Guard Space forces are concentrated 

in Colorado. Second, Space capability is not sufficiently incorporated as part of Army doctrine and 

therefore is generally not integrated as part of state 

or regional domestic mission planning. Third, while 

the National Guard retains 40 percent of all Army 

Space formations and capability, the total number of 

Space cadre and equipment falls far short of what 

is required to support the wide range of domestic 

operations Space forces could support. As a result, 

other methods such as Space-enhanced product 

reach back must be exploited.

While these three challenges persist, they provide Space leadership the opportunity to significantly impact the entire untapped mission set that 

will become increasingly important as the federally 

directed missions in the U.S. Central Command area 

of operations diminish in coming years. The purpose should be to ascertain the “terrain” of National 

Guard-specific missions and the dispersion of Space 

forces on that terrain. Next, based on this terrain, we 

propose a vision of how Space forces can begin to 

enhance those missions in ways similar to what we 

see in the federally directed missions.

The Terrain of National Guard 

Domestic Operations Missions

The National Guard of each state, by authority 

contained in the U.S. Constitution and Title 32 of 

the United States Code, provides military forces 

as directed by the governor, in support of civilian 

authorities. The National Guard, a unique statebased military organization funded by the federal 

government and trained in accordance with federal standards, is the only military force shared by 

the states and the federal government.2

 Title 32 of 

the United States Code provides National Guard 
2012 Space Cadre Edition 35

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forces with certain special capabilities, unavailable to 

active component (Title 10) formations, notably the 

capacity to conduct limited law enforcement operations. State or territorial governors are authorized as 

dictated by their respective state constitutions and 

charters to call up and deploy their National Guard 

forces. Pay and benefits are determined and funded 

by the state.

Domestic operations are those activities within 

the confines of the United States and its territories in 

response to a natural or manmade disaster or event. 

The recent forest fires in New Mexico and Utah, 

the tornados that ravished Alabama and Missouri 

in 2011, and security and crowd control during the 

September 2009 G-20 world economic summit in 

Pittsburgh, Pa., are all good examples of natural 

and manmade disasters and events where National 

Guard formations were and other Title Ten formations could have been deployed. For most domestic 

operations the supported organization is the local 

civilian authority. The President of the United States, 

by authority of the Stafford Act, and in response to a 

governor’s request, can declare a national emergency, 

providing both the authority and funding required, 

federalizing National Guard formations, and mobilizing national assets. 3

 Once federalized, National 

Guard forces transition to the same status as Army 

and Army Reserve forces as described under Title 

10 of the United States Code, and for all intensive 

purposes are no different in any way. National Guard 

members serving in Title 32 status remain under the 

command and control of the state even though the 

forces are used primarily for a federal purpose and 

are federally funded.4

Every state has Army or Air National Guard 

aviation, transportation, engineer, military police, 

and medical formations; units particularly suited 

for supporting domestic operations. With this distribution of units within each state, 95 percent of 

all domestic operations are resolved by state and 

local civilian authorities. Colorado, however, is the 

only state with National Guard Space formations, 

notably the 117th Space Battalion’s 11 Army Space 

Support Teams (ARSST) and single Commercial 
36 2012 Space Cadre Edition

 talking shop Space & Missile Defense Topics • Technical Information 

Imagery Team (CIT).5 If a state requires additional capability or a capability not found in its state, 

such as Space, the governor can request support 

through the Emergency Management Assistance 

Compact (EMAC). The EMAC is a congressionally 

approved interstate mutual aid compact that provides a legal structure by which states affected by an 

emergency may request assistance from other states. 

The requesting state is obligated to fund the use of 

requested assets.

The Distribution of Space Forces in 

the National Guard

The preponderance of operational active, Army 

Reserve, and National Guard Space forces are found 

in Colorado. The 117th Space Battalion is one of 

the two Space battalions in the Army’s inventory. 

The National Guard’s operational Space forces–11 

ARSSTs and the CIT–are found only in the 117th 

Space Battalion. Spread across 14 other states are 

eight National Guard division-level Space Support 

Elements and eight fires brigade Space Support 

Officers (SSO) providing staff support to combat 

formations. One SSO is located in Colorado. BG 

Robert Enzenauer, the Assistant Adjutant General 

for Space and Missile Defense at the Colorado 

Army National Guard, and the National Space 

and Missile Branch at the National Guard Bureau 

provide national oversight and advocacy of Title 

32 Space assets and capability. With the exception 

of Hurricane Katrina, National Guard ARSSTs 

and CITs have supported domestic operations 

in Colorado only, notably the 2008 Democratic 

National Convention in Denver. In 2012 the 

Colorado National Guard activated Space soldiers 

from the 217th Space Company who provided imagery and mapping products for the High Park wildfire 

near Fort Collins, Colo. The products provided the 

incident commander with key information used to 

assess civilian evacuation routes and placement of 

traffic control points.

The Demand for Space Formations 

in Support of Domestic Operations

As state and federal leaders become more Space 

savvy, the demand for Space capability found in 

Colorado, particularly ARSSTs and CITs, will 

increase. To meet this demand, Space leadership, 

both active and National Guard, must partner to 

better understand the domestic operations terrain and develop strategy and policy required to 

distribute Space capability across state boundaries 

and throughout the nation. National Guard Space 

forces are ideally suited and habitually trained and 

ready to support domestic operations. However, the 

2012 National Defense Authorization Act permits 

the involuntary activation of Title 10 Army Reserve 

ARSSTs and CITs, such as those found in the 3rd 

and 5th Space companies of the 1st Space Battalion, 

to provide assistance in the event of a major disaster 

or emergency.6 As necessary, the active component 

ARSSTs must have a role in any blueprint or strategy 

to support regional or national domestic operations.

Space & Domestic 

Operations Doctrine

While the demand for Space capability for domestic 

operations will certainly increase, the size of deployable Army Space formations will remain the same. 

Space and domestic operations doctrine must be 

improved to provide the basis for efficiently training and providing Space capability, either in the form 

of deployed forces or an equitable reach back to a 

centrally available source. In Field Manual 3-1, Space 

Support to Army Operations, a single paragraph 

describes Army Space support to civil authorities, 
2012 Space Cadre Edition 37

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delineating the requirement to provide Space 

capabilities essential to the conduct of civil 

support missions, although limited to enhancing the military decision making process and 

assisting commanders.7 FM 3-28, Civil Support 

Operations, lists nine Space capabilities, notably Integrating Space Operations and providing Space Force Enhancement, but otherwise 

gives no method or guidance on how or where 

that Space capability is provided.8 Beyond this 

limited doctrine, there is little guidance describing how best to deploy Space capability in support of domestic operations. The domestic 

operations mission and supporting doctrine 

should similarly enhance Joint Task Forces in 

both combat and domestic operations, providing near-identical Space enhancement products 

and services.

A Space Blueprint

A successful “Space Blueprint” must provide 

solutions, focused on the necessary guidance 

and method for providing Army Space in support of domestic operations. Across the terrain, states and territories must understand 

Space capabilities. Mirroring the Title 10 force 

structure, state Joint Force headquarters should 

have a Functional Area 40 (FA40) Space operations officer on their staff. An FA40 at the 

state level would provide uniform, current, and 

timely Space advice on how best to request and 

utilize Space capabilities and assets. Second, 

the active, Reserve, and National Guard component leadership must update doctrine and 

develop Space policy and guidance, specifically cross-walked against component Space 

formations, determining how each component best supports domestic operations. Third, 

considering the necessary draw downs in forces 

and the expected reductions in budget, Space 

leadership must develop a readily accessible 

reach back capability, providing efficient product and service throughput from the Army 

Space center of gravity in Colorado Springs 

back to states and territories.

No doubt adding Space cadre at each 

state headquarters and providing reach back 

Space capability will require additional FA40s 

and Space enablers. Priorities for adding qualification courses and sustainment training, 

product development, and delivery methods will impact already constrained budgets 

and resources. Space formations, cadres, and 

enablers have supplied valuable enhancement 

during America’s 11 years of persistent conflict in Southwest Asia, and in numerous state 

and national responses to natural disasters and 

manmade events. These same enhancements 

must be fully inculcated into domestic operations. The National Guard’s ability to efficiently provide Space capability in domestic 

operations serves the needs and interests of 

the United States and expands the relevancy 

of Army Space.

About the Authors

BG Robert W. Enzenauer is the Assistant Adjutant 

General for Space and Missile Defense in the Colorado 

Army National Guard. COL Donald P. Laucirica and LTC 

Jesse M. Morehouse are former commanders of the 

117th Space Battalion, Colorado Army National Guard.

F o ot n ot e s

1 The total percentage of Army Space 

forces, for the purposes of this article, is 

the rounded percentage of Army Space 

Support Teams (ARSST) and Commercial 

Imagery Teams (CIT) found in the 117th 

Space Battalion as a percentage of total 

active component, Reserve, and National 

Guard formations. There are a total of 32 

ARSSTs and CITs in the 1st and 117th 

Space battalions, of which 12 are National 

Guard. There are 16 additional Space cadre 

members in the eight infantry divisions and 

eight fires brigades of the National Guard.

2 Timothy J. Lowenberg, “The Role of the 

National Guard in National Defense and 

Homeland Security,” National Guard 

Association of the United States, September 

2005, pg. 1.

3 The Robert T. Stafford Disaster Relief and 

Emergency Assistance Act, Public Law 100-

707, Nov. 23, 1988, amended the Disaster 

Relief Act of 1974, Public Law 93-288. This 

act constitutes the statutory authority for 

most federal disaster response activities 

especially as they pertain to the Federal 

Emergency Management Agency and FEMA 

programs.

4 “Military Support to Civil Authorities: 

The Role of the Department of Defense 

in Support of Homeland Defense” 

(Washington: Library of Congress, Federal 

Research Division, February 2007).

5 There are a number of U.S. Northern 

Command and Army North briefs that have 

used the 95 percent statistic. Considering 

the total response to all state emergencies 

it is a relatively acceptable statistic. Very few 

domestic response events have required Title 

10 support.

6 National Defense Authorization Act for 

Fiscal Year 2012, Public Law 112-81, Dec. 31, 

2011, sec. 515.

7 Field Manual 3-14, Space Support to Army 

Operations (Washington: Headquarters 

Department of the Army, January 2010), pg. 

1-12.

8 Field Manual 3-28, Civil Support Operations 

(Washington: Headquarters Department of 

the Army, January 2010), pp. J-14 and J-15.
38 2012 Space Cadre Edition

Colorado Springs, Colo. – Nearly 200 people 

attended a memorial for 2LT Christina Cornejo, who 

passed away July 13, 2012. She was a full-time Soldier 

in the Colorado Army National Guard’s 100th Missile 

Defense Brigade in Colorado Springs, Colo. A Guard 

member since 2006, she was previously assigned to the 

117th Space Battalion.

“We are deeply saddened by the death of this fine 

officer,” said LTG Richard P. Formica, commanding general, U.S. Army Space and Missile Defense 

Command /Army Forces Strategic Command. “My 

wife Diane and I offer our sincerest condolences to 

the families and Soldiers, Civilians and Contractors who 

worked with LT Cornejo. I’m saddened by this terrible 

tragedy–but I’m proud of this ‘great’ brigade, its leaders 

and its Soldiers. We watched as the brigade Soldiers and 

leaders rallied to care for the family and to look after 

one another during this very difficult time. We watched 

the caring leadership of the brigade commander and 

command sergeant major, and others. As leaders and 

responsible employees of the entire command and the 

Army, we will continue to focus on taking care of people–serving our Soldiers, Civilians, and their Families.”

During the memorial, the brigade commander gave 

her equal praise.

“I will always remember her as an officer short in 

stature, but huge in heart, drive and attitude. She had 

a bright future ahead of her, nearly as bright as that 

smile that lit up the room every time she walked in,” 

remarked COL Gregory Bowen, Commander, 100th 

Missile Defense Brigade. “To Christina’s family and 

loved ones: Be proud she was an amazing woman who 

was a role model to those around her. She was respected 

and admired by everyone she worked with including me. 

If there were more Christina Cornejos in the Army it 

would be a better Army.” ■

W

e Remembe

r

Fine 

Officer 

Honored
In Memory

The following background was provided in a Colorado National 

Guard press release prior to the memorial service.

2LT Cornejo enlisted in the Colorado Army National 

Guard on June 20, 2006. She attended the Unit Supply 

Specialist course in Fort Lee, Va., where she was 

selected as the distinguished honor graduate. In April 

2009, she was selected to serve full-time as a battalion 

career counselor with the COARNG’s Recruiting and 

Retention Battalion.

During the same period, she was selected to attend 

Officer Candidate School at the 168th Regiment, 

Regional Training Institute at Fort Carson, Colo. On 

Aug. 21, 2010, Officer Candidate Cornejo became the 

first female candidate in eight years to successfully complete the OCS program.

Cornejo gained her commission as a second lieutenant on May 4, 2011, and was selected to serve as an 

alternate fire direction center executive officer with the 

100th Missile Defense Brigade.

Following graduation from Air Defense 

Artillery Basic Officer Leaders Course on 

Oct. 14, 2011, where she received four out 

of five superior marks and ranked in the 

top 20 percent of her class, she returned 

to Colorado Springs to attend the Groundbased Midcourse Defense Operator Course. 

Upon graduating on June 22, 2012, as the 

distinguished honor graduate, she was 

assigned to Missile Defense Element E Crew as the 

brigade liaison officer and began training as a current 

operations officer.

Her military awards and decorations include an 

Army Commendation Medal, an Army Achievement 

Medal with one oak leaf cluster, an Army Reserve 

Component Achievement Medal, a National Defense 

Serve Medal, and an Army Service Ribbon.

“It’s always a sad day when we lose a fellow 

Guardsman,” said MG Mike Edwards, commander of 

the Colorado National Guard. “Christina was not only 

a stellar Soldier, but a fantastic young leader who set 

the standard high. Her contribution to the Colorado 

National Guard will be truly missed, and we will do 

everything we can to support her family during this 

most difficult time.”

The details of her death are under investigation by 

the Colorado Springs Police department. The Colorado 

National Guard will provide any assistance needed to 

the Colorado Springs Police Department. ■

Christina 

was not only a 

stellar Soldier, 

but a fantastic 

young leader

2LT Christina Cornejo 

Missile Defense Crew Member

100th Missile Defense Brigade 

Space Support

117th Space Battalion
40 2012 Space Cadre Edition

Deputy Commanding Gener al 

for oper ations

pins on star

PETERSON AIR FORCE BASE, Colo.— COL Timothy R. 

Coffin, deputy commanding general for operations, U.S. Army 

Space and Missile Defense Command/Army Forces Strategic 

Command, was promoted to the rank of brigadier general June 

6 during a ceremony in front of the command’s operations 

headquarters on Peterson Air Force Base.

LTG Richard P. Formica, commanding general, 

USASMDC/ARSTRAT, and host for the ceremony stated, 

“We expect all of our leaders to be selfless servants.”

“It is not about self, it is about serving our Army, our 

Soldiers, and their Families. That is especially true for our general officers. For the first time in Tim’s career he will no longer 

be evaluated for technical and tactical competency,” Formica 

continued. “Rather he will be assessed by his seniors, his peers, 

and most importantly his subordinates, by how selflessly he 

serves our nation—and by the manner in which he serves as 

part of a team. It is about selfless service and teamwork that 

define general officers.

“And he has got all of the right Space-related job experience to have earned the opportunity to get promoted today 

from colonel to brigadier general.”

Before Coffin received his new rank and took the oath of 

office, he received two honors for past service. The first was 

the Defense Superior Service Medal while serving as director of operations and training, Joint Functional Component 

Command for Space, U.S. Strategic Command, from July 2008 

to February 2011.

The second award was the Defense Meritorious Service 

Medal for his service while assigned as chief of the U.S. 

Strategic Command Forward Integration Team, Kandahar 

Airfield, Afghanistan, from July 2010 to January 2011.

After the awards, Coffin’s wife, Khristy, and daughter, 

April, pinned on his stars. Coffin also received the general 

offer ensemble of cap and belt. His father, Bernie, assisted 

with the uncasing of the one-star flag.

Coffin then addressed the crowd. “I am awestruck to 

be here today seeing the outpouring of congratulations that 

comes from both here and from other areas.”

Turning to his father he said, “Dad, you have been to 

every promotion that I’ve had over the years. You set an example for me of leadership, of ability to make things happen, and 

of can-do-attitude. Thank you so much for being there.”

Coffin assumed the position of USASMDC/ARSTRAT 

deputy commander for operations in March 2011. The position previously was held by BG Kurt Story.

Coffin originally came to USASMDC/ARSTRAT 

(then Army Space Command) in 1999. During his tenure 

he became the first commander of the 1st Space Battalion. 

Coffin left the command to work in other areas of Space, 

including the Future Warfare Center, until 2006 when he 

was selected to command the 1st Space Brigade. After leaving command, Coffin continued his work in the Space field, 

serving as director of operations, training, and exercises for 

the Joint Functional Component Command for Space, U.S. 

Strategic Command. ■

By DJ Montoya, 1st Space Brigade
2012 Space Cadre Edition 41

LTG Richard P. Formica, commanding general, U.S. Army Space and Missile Defense Command/Army 

Forces Strategic Command, administers the oath of office to newly promoted BG Timothy R. Coffin, 

deputy commanding general for operations, during a June 6 ceremony at the command’s operations 

headquarters on Peterson Air Force Base, Colo. Photo by Robbie Lingley, 21st Space Wing.

“Dad, you have been 

to every promotion 

that I’ve had over 

the years. You set an 

example for me of 

leadership, of ability 

to make things happen, and of can-doattitude. Thank you so 

much for being there.”

— BG Timothy R. Coffin
42 2012 Space Cadre Edition

REDSTONE ARSENAL, Ala.—As western states 

fought recent wildfires on the ground, a program 

developed by members of the U.S. Army Space and 

Missile Defense Command/Army Forces Strategic 

Command Future Warfare Center helped emergency 

agencies from above.

Local units provided support to wildfires in 

the western United States using Eagle Vision, a 

family of deployable, commercial satellite ground 

stations that collect and process near real-time optical and synthetic aperture radar imagery from commercial satellites. Commercial satellite imagery is 

processed to agencies using the Eagle Vision and 

Rover Responsive Exploitation of Space Products 

for Tactical Use (EVR2EST), an initiative developed by USASMDC/ARSTRAT.

Eagle Vision processed and distributed 

approximately 37 square miles of satellite imagery 

to Colorado fire response authorities. Members 

of the 226th Combat Communication Group in 

Huntsville, Ala., supported firefighters battling the 

Waldo Canyon and High Park fires in Colorado; 

fires in New Mexico, Montana, and Wyoming; and 

floods in Minnesota and Wisconsin.

“It feels pretty rewarding to have a system we 

designed here at Redstone Arsenal that can affect 

people on the other side of the country,” said Justin 

Novak, of the Future Warfare Center’s Innovative 

Ventures Office. “It is also rewarding to achieve 

such a wide utility with this.”

Eagle Vision commercial imagery is unclassified, making it readily shareable and releasable to 

emergency and first responders. Officials can then 

use the satellite imagery to efficiently plan and prioritize their actions.

“EVR2EST focuses the response resources 

where they are needed,” Novak said. “So instead 

of finding the fire when you get there, you already 

know that information going in so it helps get 

emergency personnel in the mindset of coming 

up with a plan and executing that plan. EVR2EST 

helps support emergency agencies by providing 

aerial photos of grid searches to help first responders and workers. It also helps direct rescue crews to 

Story by Jason B. Cutshaw, USASMDC/ARSTRAT Public Affairs

Above Mabery 

downs a tree with 

a chainsaw while 

cutting and clearing 

a fire line in the 

Mount Saint Francis 

area of Colorado 

Springs, Colo., June 

28. Mabery and the 

rest of the firefighters 

with the Vandenberg 

Air Force Base, 

Calif., known as the 

Hot Shots came to 

Colorado Springs 

to aid in the fight 

against the Waldo 

Canyon fire. 

Photo by Air 

Force Master Sgt. 

Jeremy LockBrad

 Command Programs Find 

Hotspots in Colorado Fires

“EVR2EST focuses the resp

ed. So instead of finding th

know that information goin

in the mind-set of coming u
2012 Space Cadre Edition 43

hard-hit areas without them going to unaffected areas or areas which already have 

units there.

“It is a huge game-changer because 

you typically need different software packages,” Novak said. “This way, you go to a 

Web site, you pull up the image you want, 

and it’s there.”

The Department of Defense has used 

EVR2EST in the past for ongoing combat operations and by national emergency 

agencies to help with Hurricane Katrina, 

Haiti relief efforts, the 2011 tornado outbreak, and many other events.

USASMDC/ARSTRAT also enabled 

Friendly Force Tracking of some firefighters and vehicles equipped with handheld devices. The command’s Mission 

Management Center relayed tracking 

reports to U.S. Northern Command, creating a display of crew locations. ■

Command’s 

Community 

Enriched by

Tragedy

COLORADO SPRINGS, Colo.—Members of the 

U.S. Army Space and Missile Defense Command/

Army Forces Strategic Command came together to support each other, as well as their communities, during the most destructive wildfire in 

Colorado history.

More than 32,000 people evacuated the High 

Park and Waldo Canyon neighborhoods near 

Colorado Springs, Colo., in late June. While local, 

state, and federal agencies provided firefighters, fire 

engines, and aircraft in Colorado and other Western 

states, members of USASMDC/ARSTRAT geared 

up to support the community and three command 

Families who lost their homes.

“This tragedy touched us both personally and 

professionally,” said BG Timothy R. Coffin, deputy commanding general for operations. “We were 

heartbroken to discover several members of the 

command lost homes and properties. There were 

also many of our families who were part of the 

more than 32,000 evacuated from their homes as 

firefighters risked their lives to bring the fire under 

containment. The majority of our command family, however, was touched by the disaster by their 

own generosity in helping others. Everywhere you 

went, not just in this command but throughout the 

military and civilian community here, you heard 

people telling of their experiences either volunteering in the community or opening their doors to displaced friends and neighbors.

“It makes me tremendously proud: In the 

midst of this personal uncertainty, the command 

onse resources where they are need

e fire when you get there, you already 

g in so it helps get emergency personnel 

up with a plan and executing that plan.”

EVR2EST

Story by Jason B. Cutshaw, 

USASMDC/ARSTRAT Public Affairs

— Justin Novak, Future Warfare Center
44 2012 Space Cadre Edition

came together to provide necessary support to the community,” Coffin said.

Diane M. Paton, Plans and Programs Division chief in 

the G-6 office, lost her home during the wildfires. “I was 

very touched by the outpouring of support from the SMDC/

ARSTRAT community,” Paton said. “The G-6, COL Benny 

J. Pokemire II, and BG Coffin were completely caring, understanding, and supportive, as was the chief of staff, COL 

Jimmy Jenkins III. They all reached out to me personally and 

ensured I would get the support I needed to get through this 

devastating event. Many of my colleagues brought gift cards 

and words of sympathy that warmed my heart immensely.

“The Colorado Springs community was also remarkably 

supportive,” she added. “Friends, acquaintances, and even 

strangers offered assistance, heartfelt words of love and concern, and often a place to live. When we were given one morning to visit our neighborhood, firemen helped me dig in the 

rubble for any piece of my former world. They brought me 

sunscreen, and a city policeman brought me a bottle of water. 

My eyes well up now just recalling it.”

A command employee who is a volunteer firefighter 

spent five straight nights at his local fire station, freeing up 

personnel and equipment to combat the wildfire.

“I have not personally seen a wildland fire this big, 

ever,” said Kevin R. Janes, a force development analyst in the 

USASMDC/ARSTRAT G-37 Force Management Office. 

“I and other volunteers provided additional staffing to our 

department, which in turn enabled our department to send 

apparatus and personnel forward, and they actively provided fire suppression and wild land mitigation measures. Even 

though there were more than 1,000 firefighters deployed to 

fight the Waldo Canyon fire, day to day operations still had 

to continue at the 20 stations in Colorado Springs and the 

numerous cities and towns throughout the county.”

Janes talked about how it feels to be able to help support 

his fellow co-workers, as well as his community by being a volunteer firefighter.

“Being a Soldier and being an Army civilian is all about 

service. The fire service is that way also, in that we take care 

of each other,” he said. “One minute we are providing service 

to another, and who knows when the moment will come in 

which we might need service or assistance in return. It’s very 

rewarding and satisfying to know that, despite differences in 

personal preferences or beliefs, when the need arises, we are 

there for each other. I loved my career as a Soldier, and I saw 

that as direct service to my country, whereas now, as a volunteer firefighter, I am fortunate to provide direct service to 

my community.”

Paton said everyone should have an evacuation plan for 

future contingencies and never to take anything for granted.

“All I can tell others is take an evacuation seriously and 

pack like you will never return,” she said. “Have checklists and 

know where everything you need is stored. Buy a fireproof 

safe and have the key stored with your evacuation checklist.

“In the face of my profound grief, the remarkable, 

nonstop love and support of my family and friends and my 

friends’ family and friends sustains me,” she added. “They are 

a bright spot during these dark days. The goodness of humankind surpassed my wildest imagination, and I find joy in that. 

I’m eternally grateful for the amazing people in my life helping 

me through this.” ■

The scene from northern El Paso 

County as fire rapidly descended in 

to the city of Colorado Springs, CO. 

The Waldo Canyon Fire was the 

biggest wild fire in the cities history.

Photo by Josh Janoski,

Colorado Springs Resident
2012 Space Cadre Edition 45

Lemv Takes Flight

REDSTONE ARSENAL, Ala. - 

The U.S. Army Space and Missile 

Defense Command/Ar my 

Forces Strategic Command 

conducted the first flight test 

of the Long Endurance MultiIntelligence Vehicle, or LEMV, 

today at Joint Base McGuireDix-Lakehurst, N.J. The hybrid 

air vehicle was airborne for 

more than 90 minutes during its 

initial flight. 

The first flight primary 

objective was to perform a safe 

launch and recovery with a secondary objective to verify the 

flight control system operation. 

Additional first flight objectives 

included airworthiness testing 

and demonstration, and system 

level performance verification. 

All objectives were met during 

the first flight. 

The LEMV is an optionally manned or unmanned air 

vehicle which was manned 

during this flight. Additional 

manned flights will resume 

following a planned and very 

detailed inspection of the vehicle. Northrop Grumman, the 

prime contractor for LEMV, is 

working with their international 

partner Hybrid Air Vehicle of 

the United Kingdom as a major 

subcontractor. ■

USASMDC/ARSTRAT Public Affairs