Defense Space Activities
Additional Actions Needed to Implement Human Capital Strategy and Develop Space Personnel Gao ID: GAO-04-697 August 11, 2004The Department of Defense (DOD) relies on space for many critical capabilities, and its continued success in space operations depends on having sufficient space-qualified personnel. Space-qualified personnel are needed to develop technology, doctrine, and concepts and operate complex systems. In the National Defense Authorization Act for Fiscal Year 2004, Congress required DOD to develop a strategy for developing and integrating national security space personnel. DOD completed it in February 2004. Congress also required GAO to assess DOD's space human capital strategy and the military services' efforts to develop their space personnel. In the first of two required reports, GAO assessed (1) whether DOD's space human capital strategy and management approach promote development and integration of the services' space personnel and (2) the extent of the services' initiatives to develop and manage their space personnel.
DOD's space human capital strategy is a significant first step that promotes the development and integration of DOD's space personnel by providing strategic goals and objectives; however, DOD does not have a complete results-oriented management approach to implement the strategy because it does not include an implementation plan that details specific actions, time frames, and evaluation measures. The space human capital strategy provides general direction for developing and integrating DOD space personnel, and it identified key actions needed for implementation. DOD has not completed any of these actions. Without an implementation plan, DOD will not be in a sound position to effectively monitor and evaluate implementation of the strategy and achieve the strategy's purpose of integrating the services' space personnel into a cohesive DOD total force. The military services vary in the extent to which they have identified and implemented initiatives to develop and manage their space personnel. The Air Force and the Marine Corps have taken significant actions in developing and managing their space personnel, including developing space human capital strategies and designating organizational focal points. The Air Force, which has the largest number of space personnel, approved its space human capital strategy in July 2003, and it is implementing its initiatives. The other services are working on similar initiatives and have completed some, but many will take years to fully implement. The Army's and the Navy's actions in developing their space personnel have been limited because they do not have clear goals and objectives for developing their space personnel or organizational focal points to manage them. Without these tools, the Army and the Navy may not be able to determine their requirements for space personnel and develop sufficient numbers of space personnel with the necessary training, education, and experience to meet service and joint needs.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Team: Phone:GAO-04-697, Defense Space Activities: Additional Actions Needed to Implement Human Capital Strategy and Develop Space Personnel
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Report to Congressional Committees:
United States Government Accountability Office:
GAO:
August 2004:
Defense Space Activities:
Additional Actions Needed to Implement Human Capital Strategy and
Develop Space Personnel:
GAO-04-697:
GAO Highlights:
Highlights of GAO-04-697, a report to the Senate and House Committees
on Armed Services:
Why GAO Did This Study:
The Department of Defense (DOD) relies on space for many critical
capabilities, and its continued success in space operations depends on
having sufficient space-qualified personnel. Space-qualified personnel
are needed to develop technology, doctrine, and concepts and operate
complex systems. In the National Defense Authorization Act for Fiscal
Year 2004, Congress required DOD to develop a strategy for developing
and integrating national security space personnel. DOD completed it in
February 2004.
Congress also required GAO to assess DOD‘s space human capital strategy
and the military services‘ efforts to develop their space personnel. In
the first of two required reports, GAO assessed (1) whether DOD‘s space
human capital strategy and management approach promote development and
integration of the services‘ space personnel and (2) the extent of the
services‘ initiatives to develop and manage their space personnel.
What GAO Found:
DOD‘s space human capital strategy is a significant first step that
promotes the development and integration of DOD‘s space personnel by
providing strategic goals and objectives; however, DOD does not have a
complete results-oriented management approach to implement the strategy
because it does not include an implementation plan that details
specific actions, time frames, and evaluation measures. The space human
capital strategy provides general direction for developing and
integrating DOD space personnel, and it identified key actions needed
for implementation. DOD has not completed any of these actions. Without
an implementation plan, DOD will not be in a sound position to
effectively monitor and evaluate implementation of the strategy and
achieve the strategy‘s purpose of integrating the services‘ space
personnel into a cohesive DOD total force.
The military services vary in the extent to which they have identified
and implemented initiatives to develop and manage their space
personnel. The Air Force and the Marine Corps have taken significant
actions in developing and managing their space personnel, including
developing space human capital strategies and designating
organizational focal points. The Air Force, which has the largest
number of space personnel, approved its space human capital strategy
in July 2003, and it is implementing its initiatives (see table below).
The other services are working on similar initiatives and have
completed some, but many will take years to fully implement. The
Army‘s and the Navy‘s actions in developing their space personnel have
been limited because they do not have clear goals and objectives for
developing their space personnel or organizational focal points to
manage them. Without these tools, the Army and the Navy may not be able
to determine their requirements for space personnel and develop
sufficient numbers of space personnel with the necessary training,
education, and experience to meet service and joint needs.
Air Force Space Personnel Strategy Initiatives:
[See PDF for image]
Source: GAO‘s analysis of information provided by the Air Force Space
Command.
[End of table]
What GAO Recommends:
GAO recommends that DOD develop an implementation plan for its
strategy, as well as develop strategies and establish focal points for
managing the services‘ space personnel.
In its comments, DOD generally concurred with GAO‘s report.
www.gao.gov/cgi-bin/getrpt?GAO-04-697.
To view the full product, including the scope and methodology, click on
the link above. For more information, contact Henry L. Hinton, Jr. at
(202) 512-4300 or hintonh@gao.gov.
[End of section]
Contents:
Letter:
Results in Brief:
Background:
DOD Issued a Space Human Capital Strategy but Has No Implementation
Plan:
Extent of Services' Initiatives to Develop Space Cadres Varies:
Conclusions:
Recommendations for Executive Action:
Agency Comments and Our Evaluation:
Appendix I: Scope and Methodology:
Appendix II: Comments from the Department of Defense:
Appendix III: GAO Contact and Staff Acknowledgments:
Tables:
Table 1: Elements of a Results-Oriented Management Framework:
Table 2: DOD's Space Human Capital Resources Strategy Objectives:
Table 3: Air Force Space Cadre Implementation Initiatives and Status:
United States Government Accountability Office:
Washington, DC 20548:
August 11, 2004:
The Honorable John W. Warner:
Chairman:
The Honorable Carl Levin:
Ranking Minority Member:
Committee on Armed Services:
United States Senate:
The Honorable Duncan L. Hunter:
Chairman:
The Honorable Ike Skelton:
Ranking Minority Member:
Committee on Armed Services:
House of Representatives:
The United States increasingly relies on space for many critical
military and civilian purposes, such as communications and imagery. The
Department of Defense (DOD) employs space assets to support a wide
range of military missions, such as intelligence collection,
battlefield surveillance and management, global command and control,
and navigation assistance. Recent military operations have demonstrated
that space capabilities are critical to the success of defense
missions, such as precision engagement, search and rescue, and close
air support. Space-qualified personnel, both military and civilian, are
needed to develop technology, doctrine, and operational concepts for
employing space assets in the future and to operate complex space
systems. In 2001, a space commission concluded that DOD did not have a
strong military space culture, which included focused career
development and education and training. DOD is responsible for leading
efforts to synchronize the military services' space personnel
activities and integrating the services' space personnel into a
cohesive total force to the maximum extent practicable. The services
are responsible for developing and maintaining space-qualified
personnel in sufficient numbers to support their interests in space
requirements, acquisition, and operations and participate in joint
activities.
During the 1990s, Congress was concerned about DOD's management and
organization of space activities and chartered a commission to review
national security space activities. In January 2001, the commission
report identified some long-standing management challenges including
developing and maintaining a group of professional personnel, known
as the space cadre, for leadership roles in all aspects of space-
related activities. In its report, the commission made recommendations
to improve DOD's management and organization of space operations.
In April 2003, we reported on the implementation of the commission's
recommendations, as required by Congress.[Footnote 1] We recommended
that DOD, in conjunction with the services, establish a departmentwide
space human capital strategy with goals, measurable objectives, and
timelines to develop and maintain a cadre of military and civilian
space professionals. DOD concurred with our recommendation.
Additionally, Congress, in the National Defense Authorization Act for
Fiscal Year 2004, required the Secretary of Defense to develop a
strategy for DOD to (1) promote the development of space personnel
career fields within each of the military departments and (2) ensure
that the space personnel career fields developed by the military
departments are integrated with each other to the maximum extent
practicable.[Footnote 2] The act also required the Secretary of Defense
to provide a comprehensive assessment of the adequacy of the actions of
the Secretary of the Air Force to establish a space career field for
Air Force officers. DOD provided the strategy and assessment to
Congress in February 2004. The strategy set out goals, objectives, and
approaches to develop and integrate DOD's space cadre. The assessment
listed actions the Air Force had taken and plans to take to improve
management of its space cadre and training for its space personnel.
The act also required us to review DOD's space human capital strategy
and the status of efforts by the military departments to develop their
space personnel career fields. The act required us to assess (1) DOD's
strategy and the efforts of the military departments for developing the
personnel required and (2) the effectiveness of DOD's strategy and the
efforts by the military departments in developing the personnel
required and the progress made in integrating the space career fields
of the military departments. This report responds to the first of these
two requirements. As agreed with your committees, our objectives for
this report were to (1) determine whether DOD's space human capital
strategy and management approach to implementing the strategy promote
the development and integration of the military services' space cadres
and (2) assess the extent of each of the military services' initiatives
to develop and manage their space cadres. To determine if DOD's
strategy and approach to implementing it promote the development and
integration of the military services' space cadres, we reviewed and
analyzed the strategy, compared the strategy to the elements of a
results-oriented management framework, and conducted discussions with
DOD and military service officials. To assess the extent to which the
military services have taken initiatives to develop their space cadres,
we reviewed and analyzed the initiatives of the services. We conducted
our review from October 2003 through June 2004 in accordance with
generally accepted government auditing standards. (See appendix I for
more detailed information on our scope and methodology.)
Results in Brief:
DOD's space human capital strategy is a significant first step that
promotes the development and integration of DOD's space cadres by
providing strategic goals and objectives; however, DOD does not have a
complete management approach for implementing its strategy. DOD's
management approach is incomplete because it does not contain the
principles of a results-oriented management framework, which would
include a plan that details specific actions, responsibilities, time
frames, and evaluation measures to implement the strategy. The strategy
describes long-term goals for space personnel integration and education
and highlights some key actions that DOD needs to take to develop its
space personnel programs. The strategy also articulates objectives
related to leadership, policy, career development, education, training,
data collection, management, and best practices. DOD has initiated some
steps to implement its strategy, but it has not completed any of the
key actions identified in the strategy. However, without a detailed
plan that identifies key actions, DOD will not be in a sound position
to effectively monitor and evaluate implementation of the strategy to
achieve the strategy's purpose of integrating the services' space
personnel into a cohesive DOD total force to the extent practicable.
The military services vary in the extent to which they have identified
and implemented initiatives to develop and manage their space cadres.
The Air Force and the Marine Corps have taken significant actions to
develop and manage their space cadres; however, the Army's and Navy's
actions have been limited because these two services do not have clear
goals and objectives for their space cadres or focal points designated
to manage the cadres. Long-term strategies and effective leadership
through a centralized organizational focal point are important tools
the military services can use to develop and manage their space cadres.
The Air Force, which has the largest space cadre, approved a strategy
for developing, educating, and maintaining its space cadre in July 2003
and designated the Commander, Air Force Space Command, as the focal
point for developing and managing its space cadre. The Air Force has
begun implementing its strategy, including revising training courses
and identifying the members of its space cadre, and plans to complete
implementation of most of its initiatives by 2006. The Marine Corps,
which has the smallest number of space personnel, has developed a
strategy and established a centralized focal point. It has also
identified tasks and milestones to implement its strategy and completed
many of the tasks outlined in its implementation plan. The Army has
identified officers with space experience and training as members of
its space cadre and established specialized education for these space
officers, but the Army does not have clear goals and objectives for the
future because it has not developed a space cadre strategy or
designated a permanent, organizational focal point. The Army does not
plan to develop a strategy until it decides whether enlisted and
civilian personnel will be managed as part of its space cadre. Further,
the Army has not identified a focal point for managing its space cadre
that would provide leadership on developing and maintaining the
required space personnel. The Navy is in the process of identifying
critical space positions and military and civilian personnel who have
space training, education, and experience to form the basis for its
space cadre. The Navy plans to develop a strategy for developing and
managing its space personnel by October 2004 based on its April 2004
space policy. The Navy does not have an organizational focal point for
space cadre issues because space is seen as a function that is
integrated across Navy activities. However, without strategies and
organizational focal points, the Army and the Navy may not be able to
determine their requirements for space personnel and develop a cadre of
sufficient numbers of space professionals with the required training,
education, and experience to meet service and joint requirements.
We recommend that DOD develop a plan to implement the key actions
identified in the defensewide space human capital strategy. We also
recommend that the Army and the Navy develop space human capital
strategies and establish focal points to develop their space cadres and
manage their space cadre initiatives. In commenting on a draft of this
report, DOD generally concurred with the report.
Background:
The national security space sector is primarily comprised of military
and intelligence activities. The U.S. Strategic Command, one of the
combatant commands, is responsible for establishing overall operational
requirements for space activities, and the military services are
responsible for satisfying these requirements to the maximum extent
practicable. The Air Force is DOD's primary procurer and operator of
space systems and spends the largest share of defense space funds. The
Air Force Space Command is the major component providing space forces
for the U.S. Strategic Command. The Army controls a defense satellite
communications system and operates ground mobile terminals. The Army
Space and Missile Defense Command conducts space operations and
provides planning, integration, and control and coordination of Army
forces and capabilities in support of the U.S. Strategic Command. The
Navy operates several space systems that contribute to surveillance and
warning and is responsible for acquiring the Mobile User Operations
System, the next generation ultrahigh frequency satellite communication
system. The Marine Corps uses space to provide the warfighter with
intelligence, communications, and position navigation. The National
Reconnaissance Office designs, procures, and operates space systems
dedicated to national security activities and depends on personnel from
each of the services' space cadres to execute its mission.
Due to continuing concerns about DOD's management of space activities,
in October 1999 Congress chartered a commission--known as the Space
Commission--to assess the United States' national security space
management and organization. In its January 2001 report, the Space
Commission made recommendations to DOD to improve coordination,
execution, and oversight of the department's space activities.[Footnote
3] One issue the Space Commission identified was the need to create and
maintain a highly trained and experienced cadre of space professionals
who could master highly complex technology, as well as develop new
concepts of operations for offensive and defensive space operations.
The Space Commission noted that the defense space program had benefited
from world-class scientists, engineers, and operators, but many
experienced personnel were retiring and the recruitment and retention
of space-qualified personnel was a problem. Further, the commission
concluded that DOD did not have a strong military space culture, which
included focused career development and education and training. In
October 2001, the Secretary of Defense issued a memorandum directing
the military services to draft specific guidance and plans for
developing, maintaining, and managing a cadre of space-qualified
professionals.
A DOD directive in June 2003 designated the Secretary of the Air
Force as the DOD Executive Agent for Space, with the Executive Agent
responsibilities delegated to the Under Secretary of the Air
Force.[Footnote 4] The directive stated that the Executive Agent shall
develop, coordinate, and integrate plans and programs for space systems
and the acquisition of DOD major space programs to provide operational
space force capabilities. Further, the directive required the Executive
Agent to lead efforts to synchronize the services' space cadre
activities and to integrate the services' space personnel into a
cohesive joint force to the maximum extent practicable. The directive
also makes the military services responsible for developing and
maintaining a cadre of space-qualified professionals in sufficient
quantities to represent the services' interests in space requirements,
acquisition, and operations.
We have identified strategic human capital management as a
governmentwide high-risk area and provided tools intended to help
federal agency leaders manage their people.[Footnote 5] Specifically,
we identified a lack of a consistent strategic approach to marshal,
manage, and maintain the human capital needed to maximize government
performance and ensure its accountability. In our exposure draft on a
model of strategic human capital management,[Footnote 6] we identified
four cornerstones of human capital planning that have undermined agency
effectiveness, which are leadership; strategic human capital planning;
acquiring, developing, and retaining talent; and results-oriented
organizational cultures. We also cited critical success factors for
strategic human capital planning, including integration and data-driven
human capital decisions. Furthermore, we reported that many federal
agencies had not put in place a strategic human capital planning
process for determining critical organizational capabilities,
identifying gaps in these capabilities and resources needed, and
designing evaluation methods.[Footnote 7]
DOD Issued a Space Human Capital Strategy but Has No Implementation
Plan:
DOD's space human capital strategy, which we believe is a significant
first step, promotes the development and integration of the military
services' space cadres; however, DOD has not developed a plan to
implement actions to achieve the strategy's goals and objectives. A
strategy and a plan to implement the strategy are central principles of
a results-oriented management framework. DOD's space human capital
strategy establishes direction for the future, includes goals for
integrating the services' space cadres and developing space-qualified
personnel, and identifies approaches and objectives to meet the
strategy's goals. An implementation plan for the strategy could include
specific actions, responsibilities, time frames, and evaluation
measures. DOD has begun to implement some of the key actions identified
in the strategy.
Management Framework Would Include a Strategy and an Implementation
Plan:
A results-oriented management framework provides an approach that DOD
could use to develop and manage the services' space cadres, including a
strategy and a plan to implement the strategy. Sound general management
tenets, embraced by the Government Performance and Results Act of
1993,[Footnote 8] require agencies to pursue results-oriented
management, whereby program effectiveness is measured in terms of
outcomes or impact, rather than outputs, such as activities and
processes. Management principles and elements can provide DOD and the
military services with a framework for strategic planning and
effectively implementing and managing programs. Table 1 describes the
framework and its principles and elements.
Table 1: Elements of a Results-Oriented Management Framework:
Principle: Define the program's overall purpose, mission, and intent
(i.e., strategy); Critical elements:
* Long-term goals--typically general in nature that lay out what the
agency wants to accomplish in the next 5 years;
* Approaches--general methods the agency plans to use to accomplish
long-term goals;
* External factors--factors that may significantly affect the agency's
ability to accomplish goals.
Principle: Describe detailed implementation actions as well as
measurements and indicators of performance (i.e., performance plan);
Critical elements:
* Performance goals--stated in objective measurable form;
* Resources--a description of the resources needed to meet the
performance goals;
* Performance indicators--mechanisms to measure outcomes of the
program;
* Evaluation plan--means to compare and report on program results
versus performance goals;
* Corrective actions--a list of actions needed to address or revise any
unmet goals.
Source: GAO.
[End of table]
DOD's Space Human Capital Strategy Established Direction for the
Future:
In February 2004, DOD issued its space human capital strategy that
established direction for the future and included overall goals for
developing and integrating space personnel. To develop the strategy,
the DOD Executive Agent for Space established a joint working group
comprised of representatives from the Office of the Secretary of
Defense, each of the military services, the National Reconnaissance
Office, and various other defense organizations. The Office of the
Secretary of Defense and the military services reviewed the strategy,
and the DOD Executive Agent for Space approved it. The space human
capital strategy's goals flow from the goals in DOD's Personnel and
Readiness Strategic Plan,[Footnote 9] which is the integrated strategic
plan that includes the major goals that directly support the mission of
the Office of the Under Secretary of Defense for Personnel and
Readiness. Two of these goals include:
(1) integrating active and reserve component military personnel,
civilian employees, and support contractors into a diverse, cohesive
total force and
(2) providing appropriate education, training, and development of the
total force to meet mission requirements.
The six goals for space professional management identified in the space
human capital strategy are to:
* ensure the services develop space cadres to fulfill their unique
mission needs;
* synchronize the services' space cadre activities to increase
efficiency and reduce unnecessary redundancies;
* improve the integration of space capabilities for joint war fighting
and intelligence;
* assign the best space professionals to critical positions;
* increase the number of skilled, educated, and experienced space
professionals; and:
* identify critical positions and personnel requirements for them.
The strategy also described approaches designed to accomplish DOD's
long-term goals. The approaches provided general direction for
departmentwide actions in areas identified as key to the long-term
success of the strategy, such as establishing policy concerning human
capital development and a professional certification process for space
personnel and identifying and defining critical positions and education
overlaps and gaps. In addition, the strategy recognized external
factors that should be considered departmentwide and by the services in
developing implementation actions. Such factors include increasing
reliance on space for critical capabilities in the future, the need for
more space-qualified people, and the need to develop new systems and
technologies to sustain the United States as a world leader in space.
The space human capital strategy also identified objectives necessary
to achieve the strategy's goals in the areas of leadership, policy,
career development, education, training, data collection, management,
and best practices. The strategy places responsibility for achieving
the objectives with each service and component. The objectives include,
among others, promoting the development of a cadre of space
professionals within each service, enhancing space education and
training, creating management processes to meet future programmatic
needs, and identifying and implementing best practices. Table 2 shows
the strategy's objectives.
Table 2: DOD's Space Human Capital Resources Strategy Objectives:
Category: Leadership;
Objectives:
* Under the leadership of the DOD Executive Agent for Space, create a
Senior Officer Forum to discuss policy, validate requirements, approve
space professional development plans, and guide the synchronization and
integration of the department's space cadre efforts;
* Promote the development of a cadre of space professionals within each
of the military departments;
* Provide guidance on professional development efforts and activities.
Category: Policy;
Objectives:
* Develop, implement, and assess space professional development
policies and practices where practicable.
Category: Education and training;
Objectives:
* Establish a common baseline of knowledge and expertise;
* Enhance space education and training;
* Eliminate unnecessary redundancies or overlaps in training and
education;
* Eliminate critical gaps that may exist in training and education;
* Establish arrangements for joint use of education and training
programs.
Category: Data collection;
Objectives:
* Collect data on space cadre size, skills, competencies, promotion,
retention, retirement eligibility, and personnel availability, as well
as designated space cadre positions, requirements to fill positions,
vacancies of "critical" positions and rate of filling positions with
unqualified personnel.
Category: Management;
Objectives:
* Create a human capital resources management team;
* Assess DOD, joint, and component needs, gaps in skills and
competencies of available personnel, and adequacy of available pipeline
to fulfill programmed need;
* Create management process to meet future programmatic needs and
ensure organizations have the right people, with the right skills,
doing the right jobs, in the right place, at the right time by
identifying and selectively manning "critical" billets and
establishing a baseline certification process;
* Direct resources and efforts to solve appropriate space professional
development synchronization and integration issues when institutional
barriers exist;
* Develop and coordinate professional development plans and integrate
the plans into space planning and programming documentation.
Category: Best practices;
Objectives:
* Identify and implement best practices to the maximum extent
practicable;
* Create and execute demonstration programs to test new approaches.
Source: DOD Executive Agent for Space, Space Human Capital Resources
Strategy: A Report to the Congressional Defense Committees, Arlington,
Virginia, February 2004.
[End of table]
DOD Has Not Developed an Implementation Plan for Its Strategy:
DOD has not developed a detailed implementation plan for the key
actions in its space human capital strategy that could include more
specific implementing actions, identify responsibilities, set specific
time frames for completion, and establish performance measures. As
previously mentioned, a results-oriented management framework would
include a plan with detailed implementation actions and performance
measurements, in addition to incorporating performance goals, resources
needed, performance indicators, and an evaluation process.
DOD's strategic approach, as outlined in its strategy, identifies key
actions to meet the space human capital strategy's objectives and
indicates three time phases for implementing the actions. However, DOD
has not started to develop an implementation plan for its strategy. A
DOD official said the department plans to complete an implementation
plan by November 2004, while it is implementing the key actions that
have been identified in the strategy. Until an implementation plan is
developed, the DOD Executive Agent for Space plans to hold meetings of
the working group that developed the strategy to discuss space cadre
initiatives and integration actions.
Before developing an implementation plan, DOD plans to collect
information from the services to establish a baseline on their current
space cadres, according to a DOD official. Some of the information to
be collected includes size, skills, and competencies of the personnel
in the services' space cadres; numbers of space positions and positions
that are vacant; promotion and retention rates for space personnel; and
retirement eligibility and personnel availability projections. The
strategy indicates that collecting this information was one of the key
actions in the first phase of the strategy's implementation and was to
have been completed by April 2004. However, DOD has not requested the
information from the services because officials had not completely
determined what information will be collected, how it will be analyzed,
and how it will be used to develop an implementation plan.
DOD has begun implementing some actions identified in the strategy as
key to helping further develop and integrate the services' space
cadres; however, DOD had not completed any of these actions by the end
of our review. Actions currently under way include:
* preparing for an education and training summit;
* evaluating space cadre best practices;
* developing policy on human capital development and use;
* determining the scope, nature, and specialties associated with space
personnel certification; and:
* issuing a call for demonstration projects.
DOD plans to complete most of the key actions by November 2004,
although it has not developed specific plans and milestones for
completing each action.
Extent of Services' Initiatives to Develop Space Cadres Varies:
The military services vary in the extent to which they have identified
and implemented initiatives to develop and manage their space cadres.
The Air Force and the Marine Corps have completed space human capital
strategies and established organizational focal points with
responsibility for managing their space cadres, but the Army and the
Navy have not completed these important first steps. The services are
executing some other actions to develop and manage their space cadres,
and the actions have been implemented to varying extents. Some of the
actions include determining what types of personnel and specialties to
include in their space cadres and developing or revising their
education and training. Even though the services have completed some of
these initiatives, many are not complete and will require years to
fully implement.
DOD has established the overall direction for space human capital
development and integration, but the services are responsible for
defining their unique space cadre goals and objectives, determining the
implementing actions required, and creating a management structure to
be responsible for implementation. The Space Commission recommended
that the Air Force centralize its space cadre management and concluded
that without a centralized management authority to provide leadership,
it would be almost impossible to create a space cadre. Even though this
recommendation was directed to the Air Force, which has the largest
numbers of space professionals and responsibility for the most varied
range of space operations, the principle that strong leadership is
needed to reach space cadre goals also applies to the other military
services.
Air Force Has Taken Actions in Developing Its Space Cadre:
The Air Force approved its space cadre strategy in July 2003,[Footnote
10] and it is implementing the initiatives it has identified to meet
the strategy's goals. The strategy provided guidance on developing and
sustaining the Air Force's space cadre. Further, the Air Force
developed an implementation plan with time lines for completion of
certain initiatives. The Air Force also designated the Air Force Space
Command as the focal point to manage Air Force space cadre issues.
The Air Force's strategy defined the Air Force's space cadre as the
officers, enlisted personnel, reserves, National Guard, and civilians
needed to research, develop, acquire, operate, employ, and sustain
space systems in support of national security space objectives. The
strategy included actions for identifying all space professionals who
would make up its space cadre; providing focused career development;
and defining career management roles, responsibilities, and tools.
Currently, the Air Force has the largest of the services' space cadres
with an estimated 10,000 members identified based on their education
and experience. The strategy also identified planned resources to
implement space cadre initiatives through fiscal year 2009. For fiscal
year 2004, the Air Force Space Command received $9.1 million to develop
and manage its space cadre. According to Command officials, $4.9
million went to the Space Operations School to develop new space
education courses, and the remainder was designated for other space
cadre activities. For fiscal year 2009, the funding level is planned to
increase to about $21 million to fund the planned initiatives,
especially the efforts related to education and training.
After the Air Force issued its space cadre strategy, it developed a
detailed plan to implement the strategy, and it is executing the
initiatives in accordance with its time lines. This implementation plan
focuses on six key initiatives, as shown in table 3.[Footnote 11]
Table 3: Air Force Space Cadre Implementation Initiatives and Status:
Initiative: Identification and classification of space cadre: Determine
the unique skills that distinguish space cadre personnel from personnel
in other career specialties and identify space cadre members;
Status:
* Officers and enlisted personnel have been identified;
* Process of identifying civilians is under way and plan to complete by
fall 2004;
* Types and levels of experience of individuals that will be used to
document and track the combination of skills obtained by each space
cadre member have been identified, as well as the set of skills
required to serve in each space position.
Initiative: Education and training: Institute stronger, technically
oriented space education and training programs;
Status:
* Air Force's Space Operations School has fielded new space courses and
is developing more to provide a continuum of educational courses spread
throughout the space professional's career. Many courses are open to
all services;
* Plans for a multi-service National Security Space Institute are being
developed.[A].
Initiative: Positions and requirements: Identify each space cadre
position and determine the education, experience, and certification
requirements for every position;
Status:
* A data call has been initiated to identify and validate every space
position in the Air Force and the requirements to fill that position.
Estimated to be complete by fall 2004;
* Information developed will be compiled into space cadre career
planning guides (see professional development).
Initiative: Certification: Design a certification program to measure
progress throughout an individual's career;
Status:
* Certification plan is complete for officers and enlisted personnel,
but it has not been implemented;
* Civilian certification requirements are under development.
Initiative: Professional development: Issue career development guidance
for space personnel;
Status:
* Career planning guides are being developed for individual space
personnel, with publication planned in spring 2005.
Initiative: Management: Establish a permanent space professional
management function;
Status:
* The Directorate of Personnel at Air Force Space Command took over
space professional management in summer 2004;
* The space professional management office will provide continuing
management and oversight of the implementation of the space cadre
initiatives.
Source: GAO's analysis of information provided by the Air Force Space
Command.
[A] The National Security Space Institute, when established, is
intended to be a multi-service resource for centralized space power
education and training across the national security space community by
providing advanced space operations curriculum and tactics development
programs for mid-career, commander-level, and senior-leadership space
professionals.
[End of table]
According to the Air Force Space Command, the Air Force plans to
implement most of these initiatives by 2006. Initiatives related to the
development of a National Security Space Institute will likely not be
completed by 2006 because, in addition to developing curriculum and
organizational structure issues, the Institute will require funding and
facilities.
Appointed by the Secretary of the Air Force in July 2003, the
Commander, Air Force Space Command, is the focal point for managing
career development, education, and training for the Air Force space
cadre. To assist in executing this responsibility, the Commander
established a Space Professional Task Force within the Command to
develop and implement initiatives and coordinate them with the national
security space community. According to the Commander, the centralized
management function with the authority to develop and implement Air
Force policy governing career development of Air Force space personnel
has enabled the Command to move forward with implementation activities
and fully integrate the Air Force's strategy with the Air Force's
overall force development program.
Marine Corps Developed Space Cadre Strategy and Is Implementing It:
The Marine Corps has initiated actions to develop its space cadre and
has many tasks to implement its initiatives either completed or under
way. Although the Marine Corps' space cadre is the smallest of the
services with 61 active and reserve officers who were identified based
on their education and experience, the Marine Corps has a space cadre
strategy to develop and manage its space cadre and has an
implementation plan to track initiatives. The space cadre strategy was
issued as a part of the DOD space human capital strategy in February
2004. To implement its strategy, the Marine Corps has identified key
tasks and established milestones for completion, and it is implementing
them. In addition, the Marine Corps has identified a focal point in
Headquarters, U.S. Marine Corps, to manage its space cadre. There is no
Marine Corps funding specifically for actions to develop its space
cadre. Furthermore, the Marine Corps does not anticipate a need for any
such funding, according to a Marine Corps official.
The Marine Corps' strategy specifies 10 objectives for developing and
maintaining space professionals:
* establish an identifiable cadre of space-qualified enlisted and
civilian marines;
* create and staff additional space personnel positions in the
operating forces;
* create and staff additional space positions at national security
space organizations;
* improve space operations professional military education for all
Marine Corps officers;
* focus the graduate education of Marine Corps space operations
students to support Marine Corps needs;
* leverage interservice space training to ensure the development and
proficiency of the space cadre;
* develop a management process through which interested officers can be
assigned to multiple space-related positions during their careers and
still compete for promotion with their peers;
* develop a process and structure for space professionals in the Marine
Corps reserves through which they can support operations, training, and
exercises through augmentation and mobilization;
* fully participate in the DOD Executive Agent for Space's efforts to
create a space cadre; and:
* incorporate appropriate space professional certification processes
into the management of the Marine Corps' space cadre.
The Marine Corps has identified actions to reach these objectives and
developed an implementation plan with milestones to monitor the
completion of these actions. For example, the Marine Corps established
a space cadre working group to address issues associated with the
identification, training, and assignment of space cadre officers. The
Marine Corps also contracted a study to obtain data to help manage
Marine Corps space personnel positions, determine space cadre
requirements, and assess other services' training and education
opportunities. According to the Marine Corps' strategy, the Marine
Corps has started integrating joint doctrine for space operations into
its professional military education programs and has coordinated with
the Naval Postgraduate School to create Marine Corps-specific space
systems courses.
The Marine Corps has designated the Deputy Commandant for Plans,
Policies, and Operations within the Headquarters, U.S. Marine Corps, as
the management focal point for space cadre activities. A general
officer within this office has overall responsibility for space
matters. The focal point for the space cadre is responsible for
coordinating and tracking actions to implement the strategy.
Army Has Taken Some Actions to Develop Its Space Cadre, but It Does Not
Have a Strategy or Focal Point:
The Army has taken some actions to develop its space cadre, but it does
not have clear goals and objectives for the future because it has not
developed a space cadre strategy or identified a focal point to manage
its space cadre. Until it adopts a strategy that encompasses a total
force of officers, enlisted personnel, and civilians, the Army may not
be able to develop sufficient numbers of qualified space personnel to
satisfy requirements within the Army and in joint organizations.
However, according to Army officials, the Army does not intend to issue
a strategy until it decides whether its space cadre should include
space officers, enlisted personnel, and civilians because the strategy
would be different if the cadre is expanded beyond space operations
officers.
In 1999, the Army created a career path for its space operations
officers and issued career development guidance for them.[Footnote 12]
The Army considers these officers, currently numbering about 148 on
active duty, to be its space cadre.[Footnote 13] The Army's intent in
creating the career path was to provide space expertise and
capabilities to develop space doctrine, training, personnel, and
facilities where they are needed throughout DOD in support of military
operations. Since 1999, the Army has developed a specialized training
course to provide space operations officers with the essential skills
needed to plan and conduct space operations. However, it has not
determined the critical positions for space officers or the number of
officers needed to enable it to effectively accomplish its goals of
supporting Army and DOD-wide operations. Thus, the Army may be training
too many or too few space operations officers, and space operations
officers may not be placed in the most critical positions to support
Army interests in space.
The Army is considering whether to expand its definition of its space
cadre to include other personnel beyond the space operations officers.
The Army is conducting two studies that Army officials said would
provide a basis for this decision. In 2001, the Army began a 5-year
study to help it determine whether enlisted personnel should be added
to its space cadre and, if so, how this would be accomplished. The
study is intended to determine how to recruit, train, and develop
enlisted space personnel and to assess the possibility of creating a
space career management field for them. In June 2004, the Army began a
separate 15-month study to provide additional information that would
help it decide whether to expand its space cadre definition. A decision
on whether to expand the cadre to include additional personnel is not
expected until 2005.
The Army has not designated a permanent organizational focal point to
develop and manage its space cadre. According to Army officials, the
Army has to decide whether to expand its space cadre before it can
designate a permanent management focal point because these decisions
have implications as to which organization should have overall
responsibility. Currently, three different organizations have various
responsibilities for Army space cadre issues. Operations and Plans
within Army headquarters has broad responsibility for policy, strategy,
force management, and planning. Two other organizations have management
responsibilities for the space operations officers that comprise the
current Army space cadre: Army Space and Missile Defense Command
provides personnel oversight for the space operations officers and Army
Human Resources Command manages space operations officer assignments.
According to Army officials, management of space personnel has not been
centralized because the Army is a user of space and has integrated its
space capabilities into various Army branches. As a result, no single
office is charged with providing leadership on space issues and
ensuring that the Army's space initiatives are having the desired
results.
Navy Has Initiated Steps in Developing Its Space Cadre, but It Has No
Strategy or Focal Point:
The Navy has initiated steps in identifying and developing its space
cadre and has designated an advisor for space cadre issues. However,
actions have been limited because it has not developed a space human
capital strategy to provide direction and guidance for Navy actions. In
addition, the Navy has not provided centralized leadership to develop
the strategy and oversee implementation because it does not have a
permanent management focal point.
The Navy has taken some actions to strengthen space cadre management,
including providing funding for the space cadre advisor, an assistant
advisor, and contract support in the fiscal year 2005 budget. In
addition, the Navy has issued guidance requiring personnel placement
officials to coordinate with the space cadre advisor before assigning
space cadre personnel to increase the likelihood that they can be
placed in appropriate positions to effectively use and develop their
space expertise. The Navy has also developed guidance that directs
promotion boards to consider space experience when assessing candidates
for promotion. Also, senior Navy leaders are engaged in space cadre
activities, according to DOD officials. Currently, the Navy has
designated 711 active duty officers and about 300 officer and enlisted
reserve members as its space cadre, based on their previous education
and experience in space activities. Space cadre members serve in
positions throughout the different functional areas in the Navy, such
as surface warfare and naval aviation. The Navy has not identified
active duty enlisted and civilians with space education and experience,
although it is in the process of identifying such personnel.
The Navy has not completed a strategy for developing and managing its
space cadre, even though the requirement for a strategy has been
recognized in official guidance. In March 2002, the Navy issued a
memorandum requiring the development of a space cadre strategy to guide
the Navy in identifying its space requirements.[Footnote 14] A Navy
official said that it was not possible to complete a space cadre
strategy without an overall Navy space policy that revised roles and
responsibilities for space in the Navy. The Navy published its space
policy in April 2004, which reiterated the need for a strategy for
developing and managing Navy space personnel.[Footnote 15] With the
policy in place, the Navy plans to complete its strategy by October
2004, according to Navy officials.
Lacking a strategy, the Navy has not identified what key actions are
needed to build its space cadre, how it intends to implement these
actions, and when it expects the key actions to be completed. For
example, the Navy has not determined the critical positions it needs to
fill with space-qualified personnel, the numbers of personnel it has
that should be in its space cadre to meet future needs for Navy and
joint operations, or the funding required to implement any planned
actions. Further, without an implementation plan that specifies
actions, assigns responsibility, provides performance measures, and
identifies resources needed, the Navy may not be able to develop and
manage its space cadre so that it can effectively participate in Navy
and joint space programs.
The Navy also lacks a permanent organizational focal point to develop
and manage its space cadre and provide centralized leadership on space
issues and ensure that the Navy's space initiatives are implemented and
having the desired results. Further, the Navy views space as integrated
throughout Navy operations and has not created a separate career field
for space personnel. In 2002, the Navy appointed a space cadre advisor
to enhance career planning and management of space cadre members;
however, the position is advisory to members of the space cadre or
others interested in working in space issues. Although the space cadre
advisor plans to draft the Navy's space cadre strategy, the advisor has
had no official responsibility for identifying or implementing actions
needed to ensure the development and management of space professionals
to meet DOD's future space requirements because the position has not
been funded. For example, the space cadre advisor reports to two
different offices in the Chief of Naval Operations on various space
cadre issues.
Conclusions:
The United States' increasing reliance on space-based technologies for
the success of military operations highlights DOD's need to develop and
maintain a cadre of space professionals who are well educated,
motivated, and skilled in the demands of space activities. Although DOD
has issued a space human capital strategy, the department does not have
a plan that explains how it intends to achieve the goals in its
strategy. Without such an implementation plan, developed jointly by the
DOD Executive Agent for Space and the military services, DOD will not
be in a sound position to effectively monitor and evaluate
implementation of the strategy. Further, without clear performance
measures, DOD and the services would be unable to assess whether
actions intended to meet departmentwide goals and objectives are
effective. Therefore, it is not clear that DOD can achieve the
strategy's purpose of integrating the services' space personnel, to the
extent practicable, into an integrated total force of well-qualified
military and civilian personnel. Failure to achieve this could
jeopardize U.S. primacy in this critical and evolving national security
area.
The military services' efforts to implement initiatives to develop
their space cadres vary and not all initiatives are linked to service
strategies and integrated with DOD's overall strategy. Further, some of
the initiatives are not fully developed and will require several years
to complete. Because the Army and the Navy lack a strategy to provide
direction and focus for their efforts to develop their space cadres and
provide a basis to assess the progress of their initiatives, it is
unclear whether they will have sufficient numbers of space-qualified
professionals to meet future requirements in joint and service space
planning, programming, acquisition, and operations. Furthermore,
without an organizational focal point with responsibilities for
managing and coordinating space cadre efforts, the Army and the Navy
may not have the ability to develop and retain the appropriate number
of personnel with the right skills to meet both their needs and the
joint requirements of the national security space community. Until the
Army and the Navy develop strategies synchronized with the department's
overall strategy and establish a management approach to implementing
their strategies, they may not be able to support the department's
strategic goals and objectives and thus may undermine efforts to
strengthen this important mission area.
Recommendations for Executive Action:
We recommend that the Secretary of Defense take the following
five actions:
* Direct the DOD Executive Agent for Space, in conjunction with the
military services, to develop an implementation plan for the DOD space
human capital strategy. The plan should include performance goals,
milestones, resources needed, performance indicators, and an evaluation
process.
* Direct the Secretary of the Army to develop a strategy for the Army's
space cadre that incorporates long-term goals and approaches and is
consistent with the DOD space human capital resources strategy.
* Direct the Secretary of the Army to establish a permanent
organizational focal point for developing and managing the Army's space
cadre.
* Direct the Secretary of the Navy to develop a strategy for the
U.S. Navy's space cadre that incorporates the Navy's long-term goals
and approaches and is consistent with the DOD space human capital
resources strategy.
* Direct the Secretary of the Navy to establish a permanent
organizational focal point in the U.S. Navy for developing and managing
the service's space cadre.
Agency Comments and Our Evaluation:
In commenting on a draft of this report, DOD generally agreed with our
report and our recommendations. DOD's comments are reprinted in their
entirety in appendix II. DOD also provided technical comments that we
have incorporated as appropriate.
DOD partially concurred with our recommendation for the Army to
establish a permanent organizational focal point for developing and
managing the Army's space cadre. DOD stated that two different entities
are involved with managing the Army's space cadre and the Army is in
the process of determining whether a single organization will manage
its space cadre. During our review, Army officials had differing views
on the need to establish a single organizational focal point. They told
us that the Army wants to decide whether to expand its space cadre
beyond military officers before it designates management
responsibilities for the space cadre. We believe that the Army should
establish a single organizational focal point to develop its space
cadre in a timely manner. This would help the Army to develop and
retain the appropriate number of personnel with the right skills to
meet Army and joint needs.
We are sending copies of this report to interested congressional
committees; the Secretary of Defense; the DOD Executive Agent for
Space; the Secretaries of the Army, the Navy, and the Air Force; and
the Commandant of the Marine Corps. We will also make copies available
to others upon request. In addition, this report will be available at
no charge on the GAO Web site at http://www.gao.gov.
If you or your staffs have any questions, please contact me at
(202) 512-4300. Key contributors to this report are listed in appendix
III.
Signed by:
Henry L. Hinton, Jr.:
Managing Director, Defense Capabilities and Management:
[End of section]
Appendix I: Scope and Methodology:
To determine whether the Department of Defense's (DOD) space human
capital strategy and management approach to implementing the strategy
promote the development and integration of the military services' space
cadres, we reviewed and analyzed the strategy and compared it to other
human capital strategies, the human capital models in our prior
reports, and the management principles contained in the Government
Performance and Results Act of 1993. We discussed the strategy and its
implementation with officials in the Office of the Under Secretary of
Defense for Personnel and Readiness and the Assistant Secretary of
Defense for Networks and Information Integration. We also discussed the
strategy and its implementation with DOD's Executive Agent for Space
and the officials from his office who led the development of the
strategy. We assessed the actions taken to date to implement the
strategy. We also discussed whether the strategy would effectively
integrate the services' efforts with officials in each of the military
services and at the National Reconnaissance Office. Specifically, for
the military services, we interviewed officials and gathered
information at the Air Force Space Command, Peterson Air Force Base,
Colorado; the Army Office of the Deputy Chief of Staff for Operations
and Plans, Arlington, Virginia; the Army Space and Missile Defense
Command, Arlington, Virginia; the Navy Space Cadre Advisor, Arlington,
Virginia; and the Office of Plans, Policies, and Operations,
Headquarters, U.S. Marine Corps, Arlington, Virginia.
To assess the extent to which the military services have planned and
implemented actions to develop and manage their space cadres, we
analyzed documentation on strategies, initiatives, and other
implementing actions at each service and discussed them with service
officials. Locations visited to accomplish this objective were the Air
Force Space Command, Peterson Air Force Base, Colorado; the Air Force
Space Operations School, Colorado Springs, Colorado; the Army Office of
the Deputy Chief of Staff for Operations and Plans, Arlington,
Virginia; the Army Space and Missile Defense Command, Arlington,
Virginia; the Army Force Development and Integration Center, Colorado
Springs, Colorado; the Navy Space Cadre Advisor, Arlington, Virginia;
and the Office of Plans, Policies, and Operations, Headquarters,
U.S. Marine Corps, Arlington, Virginia. We also met with officials from
the National Reconnaissance Office, but we did not assess its workforce
plan because military personnel assigned to the office are drawn from
the space cadres of the military services.
We conducted our review from October 2003 through June 2004 in
accordance with generally accepted government auditing standards. We
did not test for data reliability because we did not use DOD generated
data in our analysis of DOD's management approach.
[End of section]
Appendix II: Comments from the Department of Defense:
Note: Page numbers in the draft report may differ from those in this
report.
DEPARTMENT OF THE AIR FORCE:
WASHINGTON DC 20330:
Office of the Under Secretary:
27 JUL 2004:
Mr. Raymond J. Decker:
Director, Defense Capabilities and Management:
United States Government Accountability Office:
Washington, DC 20548:
Dear Mr. Decker,
This is the Department of Defense (DoD) response to the GAO draft
report GAO-04-697, "DEFENSE SPACE ACTIVITIES: Additional Actions Needed
to Implement Human Capital Strategy and Develop Space Personnel," dated
June 16, 2004 (GAO Code 350453). The Department of Defense generally
concurs with the report. Technical comments have been forwarded
directly to the GAO staff for consideration. Comments to the
recommendations are attached.
Signed by:
C. ROBERT KEHLER, MAJ GEN, USAF:
Director, National Security Space Office:
Attachment:
DoD Comments to GAO Recommendations:
GAO DRAFT REPORT - DATED JUNE 16, 2004 GAO CODE 350453/GAO-04-697:
"DEFENSE SPACE ACTIVITIES: Additional Actions Needed to Implement Human
Capital Strategy and Develop Space Personnel":
DEPARTMENT OF DEFENSE COMMENTS TO THE RECOMMENDATIONS:
RECOMMENDATION 1: The GAO recommended that the Secretary of Defense
direct the DoD Executive Agent for Space, in conjunction with the
Military Services, to develop an implementation plan for the DoD space
human capital strategy. The plan should include performance goals,
milestones, resources needed, performance indicators, and an evaluation
process. (Page 24/GAO Draft Report):
DOD RESPONSE: Concur.
RECOMMENDATION 2: The GAO recommended that the Secretary of Defense
direct the Secretary of the Army to develop a strategy for its space
cadre that incorporated long term goals and approaches and is
consistent with the DoD space human capital resources strategy. (Page
24/GAO Draft Report):
DOD RESPONSE: Concur.
RECOMMENDATION 3: The GAO recommended that the Secretary of Defense
direct the Secretary of the Army to establish a permanent
organizational focal point for developing and managing its cadre. (Page
24/GAO Draft Report):
DOD RESPONSE: Partially Concur. Today, two different entities are
involved with managing the space cadre. The Army is in the process of
determining whether a single organization will manage its' space cadre.
Until such a determination is made we can only partially concur.
RECOMMENDATION 4: The GAO recommended that the Secretary of Defense
should direct the Secretary of the Navy to develop a strategy for its
space cadre that incorporates long-term goals and approaches and is
consistent with he DoD space human capital resources strategy. (Page
24/GAO Draft Report):
DOD RESPONSE: Concur.
RECOMMENDATION 5: The GAO recommended that the Secretary of Defense
direct the Secretary of the Navy to establish a permanent
organizational focal point for developing and managing its cadre. (Page
24/GAO Draft Report):
DOD RESPONSE: Concur.
[End of section]
Appendix III: GAO Contact and Staff Acknowledgments:
GAO Contact:
Margaret G. Morgan (202) 512-8975:
Acknowledgments:
In addition to the individual named above, Alan M. Byroade, John E.
Clary, Raymond J. Decker, Linda S. Keefer, Renee S. McElveen, and
Kimberly C. Seay also made key contributions to this report.
FOOTNOTES
[1] U.S. General Accounting Office, Defense Space Activities:
Organizational Changes Initiated, but Further Management Actions
Needed, GAO-03-379 (Washington, D.C.: Apr. 18, 2003).
[2] Pub. L. 108-136, Sec. 547, Nov. 24, 2003.
[3] Report of the Commission to Assess United States National Security
Space Management and Organization, Washington, D.C., January 11, 2001.
[4] Section 1.2, DOD Directive 5101.2, DOD Executive Agent for Space,
June 3, 2003.
[5] U.S. General Accounting Office, High-Risk Series: An Update, GAO-
01-263 (Washington, D.C.: January 2001).
[6] U.S. General Accounting Office, A Model of Strategic Human Capital
Management, GAO-02-373SP (Washington, D.C.: Mar. 15, 2002).
[7] U.S. General Accounting Office, Human Capital: Key Principles for
Effective Strategic Workforce Planning, GAO-04-39 (Washington, D.C.:
Dec. 11, 2003).
[8] Pub. L. 103-62.
[9] Department of Defense, Office of the Under Secretary of Defense for
Personnel and Readiness, Strategic Plan 2001-2006.
[10] Air Force Space Command, U.S. Air Force Space Professional
Strategy, April 16, 2003.
[11] The Air Force has expanded the concept of its space cadre from the
"Air Force officer career field for space" to include the total force
of officers, enlisted personnel, and government civilians.
[12] Department of the Army Pamphlet 600-3, Chapter 41, October 1998.
[13] In addition to the space cadre's officers, the Army has identified
another 593 officers who have some space experience, but they are not
considered part of the Army's space cadre.
[14] Under Secretary of the Navy memorandum to the Navy and the Marine
Corps on Naval Space Panel Implementation Planning, March 13, 2002.
[15] Secretary of the Navy Instruction 5400.39c, April 6, 2004.
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