Inside GNSS Media & Research

SEP-OCT 2018

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22 Inside GNSS S E P T E M B E R / O C T O B E R 2 0 1 8 www.insidegnss.com A Look Ahead ere will be briefings by the Space and Missile Systems Center describ- ing their plans for the next five years as part Space Industry Days at the Los Angeles (LAX) Marriot October 17-18. office would include a chief innovation officer and a chief partnership officer who will "connect the dots for us across our enterprise." If the role of the chief part- nership officer is as earlier envisioned, it could become a single point of contact with SMC. Firms with new ideas, for example, would not have to pitch to each individual program office but could have a conversation that applies to the SMC as a whole. Timeline Thompson said that he didn't envision any large, near term changes in the pro- gram offices or for SMC's support con- tractors — though the contractors may find new opportunities emerging over time, especially with the Space RCO. "I envision most of the folks at SMC to stay in their traditional two letter pro- grams," said Thompson, " just report- ing to different decision-making enti- ties where there's good coordination as enabled by the portfolio architect." In the longer term, however, SMC may find its role split as the Space Force takes shape. Shanahan said that he did not expect SMC to evolve into the Space Force but that elements of SMC would likely be carved out for the new branch. "That means we're going to ta ke resources that exist in the SMC — I think we're going to take resources from other parts of the department — and put those together," Shanahan said. But just what is "longer term"? Rogers told the CSIS audience that it would likely take three to five years to set up a Space Corps, and that was a simpler process. e Space Force effort could be further complicated should the administration want to incorporate elements from other services. Rogers said he had focused on chang- es within the Air Force, which handles the vast majority of DOD's space effort, because "we didn't want any more politi- cal pushback than we were going to get already." He had spoken with the Navy about moving the Mobile User Objective System (MUOS) and did not foresee a lot of issues, he said. "While the Navy wasn't going to be a problem. I don't know, the Army might have been. And I can guar- antee the IC (intelligence community) would have been if we had messed with t he NRO (Nationa l Reconnaissance Office)." "Congress will likely hold some more hearings this fall to think about what are the potential options for reorganiza- tion," said Todd Harrison, director of the Aerospace Security Project at think tank CSIS. "How do you do it? An important question is what's the scope of the Space Force? Clearly it's going to include all of Air Force Space Command but what parts of the Navy and the Army would be included in it as well? And are they going to bring in parts of the intelligence com- munity? ose are open questions. And also, are there going to be parts of missile defense that get pulled into this because some of our missile defense capabilities overlap with space capabilities." In addition there is potential for push back from the space industry, which has substantial infrastructure centered around SMC in Los Angeles. "ere is some concern for the L.A. Air Force Base/SMC Air Force existing equities," said a source who spoke on background to be able discuss the matter freely. "ere is some chatter that SMC and Los Angeles Air Force Base may not retain the Space Missile Center mission as part of the Air Force. If a new mili- tary department is stood that has a new acquisition corps then there is a feeling that that very well could mean that every one at SMC would go somewhere else to operate the new military department's acquisition corps for space programs. at could have a major political impact to Los Angeles and the Air Force Base." Implications Though there is political momentum behind a Space Force it will take time to put into place and it could easily get derailed. Should the House or Senate change hands the stage will be set for confrontation between lawmakers and the White House on a host of issues and legislation setting up a Space Force could get squeezed out. at would leave the SMC 2.0 changes, which are already being implemented, as the reorganiza- tional default. But it's unlikely that the push for a new space organization will disappear. Bipartisan allies Rogers and Cooper are in safe seats this election cycle and the need to keep space programs on time and on budget is a very high-profile problem. Whatever happens there are already implications for the GPS program beyond an unsettled reporting structure. As mentioned keeping moderniza- tion on track, and that should certainly include GPS modernization, is a top pri- ority of the Defense Department. The DOD also made it clear in the Space Force report that an "alternate position- ing, navigation, and timing (PNT) for a GPS-denied environment" was a priority. Space Force or no Space Force, that effort could move ahead. SMC's ompson and the DOD's Sha- nahan also foresaw a broader horizontal integration of infrastructure — includ- ing, in particular, satellite ground sta- tions. at could impact the still devel- oping GPS next-generation operational control system (GPS OCX). Its cyberse- curity element could even become a stan- dard for other systems. "If we were going to harmonize the infrastructure across the department," said Shanahan, " having a horizontal integration approach to infrastructure, ground station(s) — pick the piece of important critical infrastructure. It's very important that we have standards and that we're able to scale that infrastructure." "We're going to work on an enterprise ground solution," Raymond told the Mitchell Institute audience. "There is absolutely no reason why every satellite has to have its own ground control seg- ment. We have got to figure out how to plug our satellites into common ground segments, and enterprise ground services is the way to do that." WASHINGTON VIEW

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