Structure of Space Acquisition

1. Structure of Space Acquisition Space and Missile Systems Center Brig General Donna Shipton 8/6/2019 UNCLASSIFIED//FOUO

2. Air Force Space Acquisitions Requirements and Threat Assessments • Prototype and “Block 0” technology pathfinders • High-rate production affordability, repeatability, and reliability for space programs • Ground-based space effects • On-orbit check-out, testing, sustainment & maintenance DoD satellite constellations & space systems • Transfer to production AFRCO and SpRCO initial operational prototypes • Premier Launch Enterprise for both Air Force and NRO • Fielding within 18-48 months and for which normal processes are insufficiently responsive • Initial operational prototypes and production units for space programs • Basic Research • S&T focused on technological “art of the possible” Enterprise Solutions, Purposeful Partnerships, Innovative Capabilities UNCLASSIFIED//FOUO

3. SMC SPACE MAP UNCLASSIFIED/FOUO GSSAP SSA EPS (2) Tactical HEO Highly Elliptical Orbit Optimal for extended polar coverage 1,200 - 22,000 Miles - COMMERCIALCOMM SBIRS HEO DSP DSCS (6) SBIRS Strategic WGS (10) Launch detection & Missile Tracking Global Persistent Communications MILSTAR (5) GPS-III (1) GPS-IIF (12) AEHF (4) GEO GPS-IIRM (7) Position, Navigation & Timing GPS-IIR (12) GEO Geostationary Earth Orbit Optimal for Continuous Comm 22,000 Miles - MEO POLAR Polar Orbit Optimal for Sun Sync/Global Weather 600 Miles - MEO Medium Earth Orbit Optimal for Global Positioning, Navigation, & Timing 1,200 - 22,000 Miles - ORS-5 (1) DMSP (5) Weather ORS-1 (1) Recon 1,200 Miles - LEO Low Earth Orbit Optimal for Earth Sensing 1,200 Miles - LEO SBSS-10 SSA Launch Vehicles • CCS VAFB • GEODSS (DG) Eglin Radar GEODSS (NM) • GEODSS (HI) Delta IV Falcon 9 AFSCN TRACKING STATIONS – Global Satellite Control Atlas V NSDC Indian Ocean Micronesia Pacific Ocean Vandenberg AFB Schriever AFB New Boston, NH Thule Air Base RAF Oakhanger Falcon Heavy CCAFS DGS “REEF” GTS “GUAM” VTS “COOK” NHS “BOSS” TTS “POGO” TCS “LION” HTS “HULU” CTS “PIKE” SPACE FENCE Current as of 30 Jul 2019 SST (AUS)

4. Enterprise Architecture Dimensions The “Verticals” CAT: Capability Area Team The “Field” • Enduring Mission Capabilities • (What Missions We Deliver) • Focus is on mission-specific performance requirements • Enterprise Environment • (Why it exists and Where it lives) • Strategic architectural LOE • Context to guide the form of the enterprise and missions (ex. Threats) CAT CAT CAT CAT CAT SoS Engineering Architecting PNT SATCOM Weather Missile Warning Partnerships ISR Space Superiority Innovation & Prototypes Science & Technology Portfolio Integration IPT Cross-Mission Space The “Horizontals” Common Functions (Enabling the Enterprise) • Derived capabilities to meet enterprise objectives IPT Cross-Mission Transport Cross-Mission Ground IPT Creating the Portfolio Enterprise Processes and Products to Simultaneously Evolve the “Verticals” and “Horizontals”

5. Legacy SMCAFPEO/SPOrganization CENTER RESPONSIBILITIES PEO RESPONSIBILITIES COMMANDER VICE PEOSPACE COMMANDER EXECUTIVE Lt GenJohn Thompson DIRECTOR Mobilization Brig GenDonna Shipton Assistant to Ms. Joy White,SES COMMANDER COMMAND CENTERSTAFF CHIEF Brig Gen Jody Merritt CMSgtLisa Arnold ADVANCED SYSTEMS & DEVELOPMENT DIR MILSATCOM SYSTEMSDIR LAUNCH SYSTEMS ENTERPRISE DIR SPACE SUPERIORITY SYSTEMSDIR REMOTE SENSING SYSTEM DIR GLOBAL POSITIONING SYSTEMSDIR 45th LAUNCH GROUP RANGE& NETWORKDIV 30th LAUNCH GROUP 61stAIRBASE GROUP SPACE RAPID CAPABILITIES OFFICE SPACELOGISTICS DIR 1 FINANCIAL MANAGEMENT &COMPTROLLER MANPOWER ANDPERSONNEL PROGRAM MANAGEMENT &INTEGRATION STRATEGICPLANS& PROGRAMS JUDGE ADVOCATE ENGINEERING Mr.TomFitzgerald,SES CONTRACTING

6. UNCLASSIFIED//FOUO SMC 2.0 Org Structure Workforce Management Enterprise Integration $0.5 Director, Portfolio Architect Program Execution Number of Billets1 Chief Architecting Officer Chief of Sys of Sys Engr Chief of Portfolio Integration Chief Scientist Chief of Mission Innovation Chief Partnership Officer Director, Mission Integration 180 Col Teehan $13.5 Dir. of Cross-Mission Ground and Communications Lt Gen Thompson 892 Brig Gen Shipton $14.5 $8.6 Director and PEO, Dev Corps Director and PEO, Prod Corps SMC/CV & Director and PEO, Enterprise Corps SMC/CC & AFPEO/SP GEO Division MEO Division LEO Division Dir. of Innovation & Prototyping Programs Pre-Production Programs FY20-24PB Total Funding by Corps ($B) Dir. of Product Support Enterprise Services Dir. of Launch Enterprise Services 379 491 Col Bythewood Mr. Delapena $14.5 $5.5 Director, Special Programs Special Programs 332 ColPurdy 451 SMC/CA & Director, Atlas Corps Dir of Engineering Dir of Finance Dir of Contracts Dir of Acq Services Dir of Business Innovation Dir of Stratic Comm. Dir of Manpwr & Personnel Dir of Talent Mgmt. Dir of Security 445 Ms. White Commander, 61st ABG Col Igl

7. SMC ataGlance As of 14 Oct 16 As of 19 Jan 16 As of 23 Jan 17 As of 23 Jan 17 As of 24 Jan 17 *SpRCO transitioned to AFSPC/CC* *FAB-T CPT/FET (ACAT I) & PNVC-I (ACAT III) transitioned to PEO NC3* *Sec 804 programs captured in “ACAT Exempt”* *4 total programs pending ACAT/Non-ACAT designation* UNCLASSIFIED

8. SMC Strategic Outcomes • Enterprise • Shared vision and strategy of an integrated portfolio across programs • Resilient, multi-layered architectures and infrastructure services that leverage economies of scale for all programs • Ability to dynamically reallocate resources based on priorities, and promote collaboration and knowledge-sharing Strategic Outcomes • Dominate • Partnerships • A wide network of suppliers including both traditional contractors and innovative start-ups • Collaboration with Inter-government and International allies to share costs, technologies, and solutions to move faster and improve capabilities • Deliver • Encourage fast failure and fast learning by maximizing use of prototyping, experimentation, and rapid demonstration/feedback • Balanced portfolio of S&T, R&D, and fielded capabilities providing incremental improvements and opportunities for innovation • Make Strategic innovative investment in high-payoff technologies and game-changing capabilities (Space Control, Rapid Orbital Mobility, Info Agility) • Innovation • Culture • Drive • Mission-focused, motivated, knowledgeable, and empowered workforce • A culture of risk-taking and continuous improvement that enables creative problem-solving • Talent management system designed to develop leaders, empower teams, and reward performance • Speed • Increase decisionmaking velocity with flatter organization and delegated decision authorities • Streamlined processes, documentation, and reviews tailored for the acquisition strategy UNCLASSIFIED//FOUO

9. Space RCO Acquisition Structure - SLCO 6 August 2019 Michael Roberts, SES Director

10. SpRCO - Oversight & Governing Principles • Board of Directors (BoD) • SecAF – Chair • Members: • Chief of Staff AF • CDRUSSPACECOM • SAF/AQ • USD (A&S) • USD (R&E) • USSPACECOM Commander Requirements validation authority • AFSPC Commander Organize/train/equip mission • SAF/AQ Acquisition Authorities • AFOSI/PJ Security/Network ATO Approval Commander, Air Force Space Command (AFSPC) Direct Reporting Unit (Administrative) Tasking & Project Approval Director & PEO Space Rapid Capabilities Office • Short Narrow Chain of Command • Small Integrated Program Office Teams • Stable Funding & Requirements • Early & Prominent Warfighter Involvement • Organic Functional Support

11. SpRCO Acquisition Planning • Designed to meet intent of statute, FAR, DFARS, and AFFARS requirements • Minimize documentation & duplication • Program-specific documentation tailoring in streamlined acquisition plans by phase • Concept, Development and Production/Deployment • How a program becomes…… • USSPACECOM validates requirements • Director briefs BoD • BoD approves/disapproves • Designation Memorandum used to delineate BoD’s decisions

12. What makes us different • Short chain of command, small/integrated teams, 100% organic functional support • Director/Program Executive Officer (PEO) • Appointed as PEO w/full acquisition authority directly from SAF/AQ • Ability to tailor processes to meet intent of acquisition requirements • Receives direction to initiate programs from SECAF chaired SpRCO BoD • Director of Contracting • Receives full authority up to $1B directly from SAF/AQC • Only 1 layer under, providing direct access for PCOs • Program Control Director • Funding worked separately from typical Air Force policy • Work POM inputs directly w/HAF/A8 • Single PE allows cradle-to-grave financial management control/influence • Key characteristics: • Decision making velocity…maximum authority in-house • Security control…Original Classification Authority • Culture…take risks smartly, small teams, integrate off-the-shelf • Reduce bureaucracy by eliminating multiple levels of oversight with no authority

13. Questions?

14. Space Rapid Capabilities Office (SpRCO)Background Charter Signature Page • FY18 NDAA - Redesignated Office from ORS to SpRCO • FY19 NDAA – Codified additional authorities and organizational alignment • 1 Nov 2018 – Charter Signed Validated Roles & Responsibilities • 14 Dec 2018 – OCR Signed SpRCO aligned as a direct report to AFSPC NDAA Language “Develop and Deliver Operationally Dominant Space Capabilities at the Speed of Warfighting Relevance”

15. How the SECAF selects our programs • Program assignment and approval based on specific criteria • Urgency…Capabilities that need to be fielded in 18-48 months for which normal processes are insufficiently responsive • Revolutionary/disruptive capability…operational game-changers • Fragility…technologies that require the highest security protection due to severe technological and/or security impacts if revealed • Simplicity…systems with limited external interfaces • Capacity…lean teams w/ green-door selective hiring authority • Currently able to execute 6-8 ACAT I-III equiv programs, with 10-15 programs at FOC • Currently executing 6 programs and 2 studies • Mission is to deliver block 0, possibly block 10, then transition to partner • Filling known gaps in the Space Warfighting Construct • Portfolio include strategic and tactical programs • Working hand-in-hand w/SMC, AFRCO, SSDP, others • Partnerships key to rapid development, without redundancy, to meet urgent warfighter needs

16. Space RCO Contracting Authorities • Senior Contracting Official Authority • Designated Senior Contracting Official (SCO) • Will be codified in upcoming AFFARS update • $1B business and contract clearance authority on competitive and non-competitive acquisitions • Approve UCAs, tailor commercial acquisitions, grant Contracting Officer warrants • Competition and Commercial Advocate • Approve J&As $700K-$13.5M • Coordinate Acquisition Strategies • Government-Industry Liaison for SpRCO • OT Authority • Enter into, approve and terminate OTAs • Key Relationships / Memberships • Direct contracting report to SAF/AQC • AF Contracting Board of Directors membership • Development Teams…total force development Org Chart

17. SpRCO Operational Organizational Structure Director OSI PJ Deputy Director Chief of Staff Transition Cell Technical Director Director Contracting Financial Management Legal Operations Management Strategic Capabilities Advanced Capabilities • Organic Functional Support: • Human Resources • Information Technology • Legal • Security