Inside GNSS Media & Research

SEP-OCT 2018

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20 Inside GNSS S E P T E M B E R / O C T O B E R 2 0 1 8 from the Air Force — is due at the end of the year. e other study, the Final Report on Organizational and Management Struc- ture for the National Security Space Com- ponents, was released August 9. It blows past the debate over a Space Corps with- in the Air Force to sketch out the steps the DOD plans to take immediately, with the authority it already has, to reorganize military space management as a prelude to creating a U.S. Space Force. Space Force Part 1 During this initial phase DOD intends to establish four organizations that ultimately, with future congressional approval, would be combined into the new military department. 1) Space Development Agency — This group will be tasked with develop- ing and fielding space capabilities "at speed and scale." SMC, which man- ages the GPS Directorate, will likely become part of this agency. Moreover the Pentagon says it intends to make this a joint agency that encompasses all the services. More on this later. 2) Space Operations Force — e Oper- ations Force will be the focal point for identif ying, training and sup- porting space personnel and provid- ing them the fulsome advancement opportunities that have generally been lacking for the DOD's space personnel. People w il l be draw n from all the services, the National Guard and from among civilians. ey will stay in their current ser- vices until the Space Force is formed but, similar to Special Operations Forces, will be "developed and man- aged as one community." Over the time the Space Operations Force is expected to grow to "support con- tinuous rotational presence at com- batant commands" whose support is the Space Force's main mission. 3) Services and Support — The DOD, with legislative help from Congress, will create the governance, services, and support functions needed by the Space Force. e DOD will cra a legislative proposal for lawmakers to consider as a part of the fiscal year 2020 budget cycle. 4) Space Command — This organiza- tion, to be commanded by a four- star general or flag officer, will lead the use of space assets in warfighting operations to protect U.S. national interests. It will also work to acceler- ate integration of space capabilities into other warfighting forces. e four organizations will be stood up quickly to meet a high priority goal, Deputy Secretary of Defense Patrick Sha- nahan told reporters August 9 — acceler- ating space technology while anchoring development initiatives to the modern- ization priorities outlined in the National Defense Strategy. "Space Force is about concentrating resources so we can go faster, " Shana- han said. But what about the program offices — including the GPS Directorate, which runs the GPS program? What about Space and Missile Center (SMC), which manages the Directorate? "It's still going to be there," Shanahan told reporters. SMC 2.0 It's reasonable to wonder. SMC is both a nexus of Air Force space activities and in the midst of a broad reorganization. SMC Commander Lt. Gen. John F. ompson launched the major overhaul called SMC 2.0 in January with the goal of removing the hurdles that were mak- ing SMC — according to a survey of its own 5,000 staff members — slow and bureaucratic. Thompson told a June seminar on Space Power to the Warfighter held by the Mitchell Institute for Aerospace Studies that he'd already pushed deci- sion-making authority down the chain and closer to the action to speed things up. "So 40 percent of my ACAT (Acquisi- tion Category) programs are now being handled by my program directors, not at the PEO (Program Executive Officer) level," ompson said. "at's require- ments-approving officials, that's mile- stone decision authorities — those are the folks that are running the programs. A lot of our service category programs which aren't technically ACAT pro- grams, less than $100 million, we have delegated down to the program directors so that they can manage them them- selves." One of the next steps, as of June, was to create four agency-wide groups within SMC — the Development, Production, Enterprise and Atlas Corps — to both find and support synergies in the organi- zation's currently stove piped structure. ere might be a satellite bus, for exam- ple, that could be used for more than one program if people only knew about it. The Development Corps will deal with pre-milestone C programs within the organization and will be "making decisions about them day in and day out, connecting the dots, again, across the enterprise," said ompson. "When a program is ready to transition into full production, a real program of record, then that Development Corps will pass off the decision-making for that program and pass off the team that's doing it to something called a Production Corps." The Atlas Corps will be there for management tasks like cost estimates and independent reviews. The Enter- prise Corps will handle system-related elements like launch, testing and cyber- security. They will likely be working with the recently renamed and beefed up Space Rapid Capabilities Office or Space RCO (formerly named the Operationally Responsive Space Office). Though the RCO is not part of SMC it will be con- nected because it will be sharing ground control segments and launches. is setup is quite different from the changes being discussed earlier this year, according to sources. At one point there was no Atlas Corps and the program offices were going to disappear with all the programs being handled by the dif- ferent corps based on where they were in their production cycle. One consistent element, however, has been the creation of a Portfolio Architect, a small team of 150 to 200 people, who will work across programs to find those synergies. ompson said the architect's WASHINGTON VIEW

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