2023
SPACE OPERATIONS COMMAND
STRATEGIC PLAN
TABLE OF CONTENTS
SpOC Commander’s Strategic Plan 2023 1
FOREWORD
PG 2
LINE OF
EFFORT
#3
PG 13
SPOC MISSION,
VISION,
PRIORITIES
PG 8
STR ATEGIC
ENVIRONMENT
PG 6
LINE OF
EFFORT
#2
PG 12
LINE OF
EFFORT #2
KEY RESULTS
PG 19
LINE OF
EFFORT #3
KEY RESULTS
PG 21
LINE OF
EFFORT
#1
PG 11
LINE OF
EFFORT #1
KEY RESULTS
PG 17
CONCLUSION
PG 15
LINES OF
EFFORT
PG 9
2
SpOC Commander’s Strategic Plan 2023
Space Operations Command Team,
A
s Space Operations Command (SpOC) has entered its
third year and as we publish this 2023 SpOC Strategic
Plan, we thank you for the heavy li to get to this point—
looking back at our rst year’s Strategic Vision and last year’s
Strategic Plan, we have come a long way. e emphasis during
SpOC’s rst year was on rening our Headquarters and Delta
organizational construct to provide the most eective, ecient,
and agile structure to support SpOC’s new warghting-focused
mission. Last year’s focus was to build upon those new constructs
and improve combat capabilities since the sole reason SpOC exists
is to produce ready and trained forces capable of creating combat
eects to deter potential adversaries and, if necessary, win our
Nation’s conicts by protecting America and our Allies in, from,
and to space...now and into the future. Doing so contributes to
our Nation’s integrated deterrence, enables Joint Force lethality
and eectiveness, and ensures America’s freedom of action in
space. But, there is much more work to do as we enter 2023.
e 2023 Strategic Plan will continue to reinforce that
warghting priority, but it also adds a vital Line of Eort (LOE)
which will drive us to mature and document our processes at
all levels within SpOC. e last two Independent Strategic
Assessment Group (ISAG) studies we requested reected the
need for SpOC to document its processes, codify procedures,
establish formal charters, and write SpOC instructions to provide
repeatable operational and sta processes. As such, you will see
in this Strategic Plan a Key Result requiring HQ SpOC, as well
as our Deltas and Squadrons, to all have approved operating
instructions. Additionally, we have work to do in documenting
our processes for Weapons System Sustainment (WSS) with
Space Systems Command (SSC) and the Space Sta. We also
need to hone processes with our Air Force Servicing MAJCOM,
Air Force Material Command, and other supporting agencies
to ensure we deliver combat capability with all the necessary
mission support needed such as basing, personnel, security,
power, and HVAC.
3SpOC Commander’s Strategic Plan 2023
e need to formalize processes and procedures is amplied by the addition of new Deltas
and missions with new requirements. In 2022, the Space Force stood up Space Delta 18, also
known as the National Space Intelligence Center (NSIC), at Wright-Patterson AFB, as part of
SpOC, and Space Delta 15 is soon to follow in 2023 as the Service core of the National Space
Defense Center (NSDC). SpOC also was given responsibility in 2022 for the Navy’s Mobile
User Objective System (MUOS) mission along with the Fleet Satellite Communications Satellite
(FLTSATCOM) and Ultra High Frequency (UHF) Follow-On missions. Additionally, the
Army’s Wideband Satellite Operations Centers (WSOCs) and SATCOM oce transferred to
SpOC, completing the realignment of all the Department of Defense’s narrowband, wideband,
commercial, and protected satellite communications (SATCOM) under the United States Space
Force umbrella; for the rst time, one Service is solely responsible for all DoD SATCOM operations
and Space Delta 8 now leads this entire enterprise for us. We can also expect to continue planning
to take on the Army’s Joint Tactical Ground Station (JTAGS) mission as a part of Space Delta 4
during 2023, with the actual mission transfer occurring in either late 2023 or in 2024. SpOC also
stood up several new Intelligence, Surveillance, and Reconnaissance (ISR) and cyber squadrons in
2022, with more to come in 2023. As SpOC stands up these organizations, care must be taken to
account for them and normalize their operations by asking what new forums, charters, guidance,
or authorities are needed to integrate these missions as seamlessly as possible.
e 2023 SpOC Strategic Plan continues to support the National Security Strategy, the National
Defense Strategy, U.S. Space Force (USSF) Space Capstone Publication (SCP), the Chief of
Space Operation’s (CSO) Planning Guidance (CPG), and the Commander United States Space
Command’s (CDRUSSPACECOM) Strategic Vision and Strategy, as well as our new Chief of
Space Operations’ Lines of Eort.
4
SpOC Commander’s Strategic Plan 2023
STEPHEN N. WHITING
Lieutenant General, USSF
Commander
JACOB C. SIMMONS
Chief Master Sergeant, USSF
Senior Enlisted Leader
In last year’s Strategic Plan, we asked “If not us, who? If not now, when?” ank you for answering
that call. Your focused eorts to push the envelope on SpOC’s priorities to Prepare, Partner, and
Project have readied SpOC for the challenges of today as we prepare for those of tomorrow.
As we move into 2023, another important question we need to continually ask ourselves is, “Is
being the best good enough on the day our Nation needs us?” We can’t rest on our laurels or on
the United States’ history of being the best in space. We face determined competitors who are
moving exceedingly fast in space and cyber, and we must be ready when called upon. It will take all
our best thinking, innovative
yet disciplined operations, and
true teamwork to ensure that
occurs.
We are immensely proud to
serve beside you in SpOC.
Semper Supra!
SpOC Commander’s Strategic Plan 2023 5
SpOC Commander’s Strategic Plan 20236
We face rapidly evolving military capabilities on the part of our
competitors, accelerated by emerging technologies and intensif ied by the
potential for new threats to strategic stability and the U.S. homeland.
We also face an escalation of our competitors’ coercive and malign
activities in the “gray zone,” as well as transboundary challenges that
impose new demands on the Joint Force and the Defense enterprise.
Our competitors seek to exploit our perceived vulnerabilities,
including by developing conventional and nuclear capabilities that
pose all-domain threats to the United States and could jeopardize
the U.S. military’s ability to project power and counter aggression.
-- Secretary of Defense Lloyd Austin, April 2022
A
ctivity in the space domain has grown rapidly since 2007 when China
conducted its destructive ASAT test, destroying one of their own weather
satellites and leaving thousands of pieces of long-lived debris on orbit.
During that same timeframe, we’ve seen China and other competitors continue to
pursue counterspace and space-enabling capabilities, all while commercial space
companies around the world have rapidly improved access to space and the services
which can be provided from orbit. e barriers to operating in space have been
lowered, over 80 nations now operate satellites, nearly that many countries have a
government space agency, and the space economy is growing at a tremendous pace.
STRATEGIC ENVIRONMENT
SpOC Commander’s Strategic Plan 2023 7
ere is every reason to believe this activity will continue to accelerate. e deployment of mega-
constellations by commercial entities and governments will increase congestion in all orbits. As
demand for orbital slots grows, the competition for key terrain in space will heat up and the danger
posed by human-made space debris will threaten all objects in orbit. Additionally, as NASA takes
the United States and our Allies back to the moon, and as commercial companies look to the
asteroids and Mars for potential business opportunities and colonization, the need to protect
America’s interests in, from, and to space will only increase.
Space is a competitive environment with China and Russia challenging the United States and our
Allies for dominance in the domain. ese two countries have witnessed how the U.S. military
uses space-based capabilities for military advantage. ey are trying to match us by incorporating
their own ISR, PNT and SATCOM space capabilities into their weapons and command and
control systems. ey endeavor to create space norms to their advantage as they develop space
and counterspace capabilities aimed to negate and supplant U.S. space dominance. We anticipate
they will keep pursuing enhanced counterspace capabilities, including jammers, cyber-attack
capabilities, directed energy weapons, on-orbit capabilities, and ground-based anti-satellite systems
to target U.S. and allied space-based systems.
To ensure we are ready today and into the future, SpOC is developing tactics, techniques and
procedures and advanced training to continue to ght through this environment with intel-
led, cyber-secure space and combat support operations. We are also leveraging our partnerships
with key stakeholders, including the other Field Commands of the U.S. Space Force, U.S. Space
Command, U.S. Agencies, Allies, and partners to respond to this competition. By partnering
with other nations’ militaries, civil organizations, international organizations, and commercial
entities, we present an imposing united front which complicates adversary decision-making and
provides a credible deterrent.
is 2023 Strategic Plan lays out our plan for improving our ability to deter competitors in this
environment, compete with them across the spectrum, and win if called upon.
SpOC Commander’s Strategic Plan 20238
SPOC MISSION
MISSION
VISION
PRIORITIES
Protects America and
our Allies in, from, and
to space… now and into
the future
SPOC VISION
America’s Space
Warghters --
Always Ready,
Always Innovative,
Always Above
SPOC PRIORITIES
Prepare,
Partner,
Project
Pending Activation
SpOC Commander’s Strategic Plan 2023 9
Lines of Eort: e unity of
purpose that centralizes multiple tasks
and missions behind a desired eect.
Objective: Purpose/Goal that is measurable/
quantiable by accomplishment of the subsequent
tasks/ Key Results (KR).
Key Results (KR): specic, actionable, and measurable actions/
tasks taken to advance an objective. When all an objective’s
KRs are met, that objective has largely been met.
e Strategic Plan is a living document so KRs may
be changed, deleted, or added during the year.
KRs for this Strategic Plan are
included at the end of
this document.
SpOC Commander’s Strategic Plan 202310
LOE #1
GENERATE READY,
RESILIENT,
COMBAT-CREDIBLE,
INNOVATIVE,
SPACE FORCES PREPARED
TO FIGHT THROUGH A
CONTESTED DOMAIN
LOE #2
PRESENT COMBAT-READY,
INTEL-LED, CYBER-SECURE
SPACE AND COMBAT
SUPPORT FORCES TO
COMBATANT COMMANDS
TO DELIVER
SPACE-EFFECTS
LOE #3
SUSTAIN EXISTING
INFRASTRUCTURE/
WEAPON SYSTEMS AND
FIELD NEW CAPABILITIES WITH
IMPROVED RESILIENCY TO
ENDURE AND PREVAIL
THROUGH CONTESTED
OPERATIONS
SpOC Commander’s Strategic Plan 2023 11
LOE #1
GENERATE READY, RESILIENT,
COMBAT-CREDIBLE, INNOVATIVE, SPACE FORCES
PREPARED TO FIGHT THROUGH
A CONTESTED DOMAIN
In concert with USSF and consistent with the Guardian Ideal, we will develop
and lead Guardians and Airmen to be procient for contested, multi-domain
operations and bolster SpOC’s Protect and Defend posture. SpOC will develop new
tactics, techniques, and procedures to wring out the most combat capabilities
from existing and new systems, and mature advanced training to elevate the
prociency of our cyber, intel, and space operators. We will document
our processes and procedures at the HQ SpOC, Delta, and Squadron
levels so they are predictable, repeatable, eective, and ecient.
All leadership will institutionalize a warghting-focused,
healthy, diverse work environment focused on operational
excellence and allowing all our people to rise to the level
of their talents.
OBJECTIVE 1
ADVANCE INTELLIGENCE,
CYBER DEFENSE, AND SPACE
OPERATIONS PREPAREDNESS
FOR CONTESTED
MULTI-DOMAIN
OPERATIONS
OBJECTIVE 2
IMPROVE SPOC’S
PROTECT AND
DEFEND (P&D)
POSTURE
OBJECTIVE 3
CONTINUE
INTEGRATING ALLIES
AND PARTNERS INTO
SPOC OPERATIONS
OBJECTIVE 4
DEVELOP/CODIFY SPOC
PROCESSES, POLICIES,
PROCEDURES,
INSTRUCTIONS
OBJECTIVE 5
DEVELOP
INNOVATIVE,
INCLUSIVE, AND
INVESTED SPOC
GUARDIANS AND
AIRMEN
SpOC Commander’s Strategic Plan 202312
LOE #2
PRESENT COMBAT-READY, INTEL-LED,
CYBER-SECURE SPACE AND COMBAT
SUPPORT FORCES TO COMBATANT
COMMANDS TO DELIVER SPACE-EFFECTS
SpOC will use the Space Force Generation (SPAFORGEN) model to
present forces to Combatant Commands through Force Element packaging
tailored to specically meet Combatant Command requirements. We will solidify
warghting relationships and structures with clear C2 and tasking processes to
operate and ght successfully in the face of threats.
OBJECTIVE 1
SOLIDIFY OPERATIONAL
RELATIONSHIPS WITH
HQ USSF, THE NEW USSF
COMPONENT COMMANDS,
OTHER FIELDCOMS,
AND THE COMBATANT
COMMANDS
OBJECTIVE 2
FULLY IMPLEMENT
SPACE FORCE
GENER ATION
(SPAFORGEN)
OBJECTIVE 3
FINALIZE SPOC
WARFIGHTING
ORGANIZATIONAL
STRUCTURE
SpOC Commander’s Strategic Plan 2023 13
LOE #3
SUSTAIN EXISTING INFRASTRUCTURE/
WEAPON SYSTEMS AND FIELD NEW
CAPABILITIES WITH IMPROVED RESILIENCY
TO ENDURE AND PREVAIL THROUGH
CONTESTED OPERATIONS
SpOC sustainment actions and organizational structures must improve
the operational resiliency of our weapon systems and supporting infrastructure.
is includes anticipating the needs and requirements for mission growth and
identifying infrastructure and mission support shortfalls before they become mission
impacting. SpOC will also continue to exploit innovation to improve our
operational resiliency. Innovation to improve our operational resiliency.
Some objectives that support this eort include:
OBJECTIVE 1
IN COORDINATION WITH
HQ USSF AND OTHER
STAKEHOLDERS, DEFINE/
CODIFY ENTERPRISE AND
WEAPON SYSTEM
SUSTAINMENT ROLES/
RESPONSIBILITIES
OBJECTIVE 2
PLAN FOR SPOC
INFRASTRUCTURE AND
FACILITY REQUIREMENTS
TO ADDRESS MISSION
GROWTH
OBJECTIVE 3
ADDRESS MISSION
SUPPORT SHORTFALLS
ACROSS THE SPOC
ENTERPRISE
OBJECTIVE 4
USE INNOVATION/
DATA ANALYTICS/
ARTIFICIAL INTELLIGENCE
(AI)/MACHINE LEARNING
(ML) DIGITAL TOOLS
TO IMPROVE
OPERATIONS
SpOC Commander’s Strategic Plan 202314
SpOC Commander’s Strategic Plan 2023 15
B
y achieving our objectives and lines of eort, SpOC will continue to protect
America and its Allies in, from, and to space against potential adversaries now
and into the future. As USSF’s warghting command, SpOC forces harness the
ability to remain combat eective in all mission areas to ensure our Nation and Allies
maintain the highest condence in our ability to deliver space superiority. ese
three Lines of Eort, Generate, Present, and Sustain, drive our most important
work in support of the CDRUSSPACECOM’s priorities and the CSO’s
LOEs. ey concentrate our eorts on the most critical actions to
strengthen SpOC combat capabilities across all DCGs and Deltas.
rough LOE #1, SpOC will advance intelligence, cyber
defense, and space operations preparedness for contested multi-
domain operations and improve our Protect and Defend
posture. Space is a team sport--we will leverage our Allies’
and Partners’ capabilities to improve the resiliency of our
architectures. Additionally, now is the time to develop and
codify our processes, policies, procedures, instructions
so that they are repeatable and provide a foundation
of excellence from which to build. Finally, we will
develop innovative, inclusive, and invested SpOC
Guardians and Airmen that are warghter-focused,
proactive, agile, collaborative, and empowered.
LOE #2 will improve how SpOC presents combat-
ready, intel-led, cyber-secure space and combat
support forces to Combatant Commands. Successful
implementation of USSF’s new Space Force
Generation readiness model will be key to doing so.
e LOE #3 objectives will help pivot our legacy
bases to warghting platforms from which we execute
the space ght. We will also improve our resiliency
to endure and prevail in contested operations
through improved weapon systems sustainment
and by exploiting innovative actions and technology.
We are America’s Space Warghters—Always Ready,
Always Innovative, Always Above. Your warghting prowess
guides every SpOC action to strengthen our national defense.
ese Lines of Eort and Objectives will focus our eorts and
guide improvements to hone our warghting capability. is year,
we will ensure SpOC is not only the best, but also that we are good
enough when called upon and ready to face and defeat threats which
seek to impede our Nation’s ability to operate in space. Semper Supra.
SpOC Commander’s Strategic Plan 202316
17SpOC Commander’s Strategic Plan 2023
LOE #1
In concert with USSF and consistent with the Guardian Ideal, we will develop and lead Guardians and Airmen to be procient
for contested, multi-domain operations and bolster SpOC’s Protect and Defend posture. SpOC will develop new tactics,
techniques, and procedures to wring out the most combat capabilities from existing and new systems, and mature advanced
training to elevate the prociency of our cyber, intel, and space operators. We will document our processes and procedures
at the HQ SpOC, Delta, and Squadron levels so they are predictable, repeatable, eective, and ecient. All leadership will
institutionalize a warghting-focused, healthy, diverse work environment focused on operational excellence and allowing all
our people to rise to the level of their talents. Some objectives and KRs that support this eort include:
OBJECTIVE 1 KEY RESULTS
Advance intelligence, cyber defense, and space operations preparedness for contested multi-domain operations
KR 1: Work with SSC to Ops Accept ATLAS Minimum Viable Capabilities required to deprecate SPADOC
(OPR: DCG-O; suspense: 12/31/23)
KR 2: Develop a POAM to convert all unit government operations centers to TS SCIFs with JWICS and TSVOIP
connectivity (OPR: DCG-O; suspense: 4/15/23)
KR 3: Create a SpOC cyber IQT course (OPR: DEL 6/OCR: DCG-O; suspense: 6/15/23)
KR 4: Establish a C2 IQT program (OPR: DEL 5/OCR: DCG-O; suspense: 12/31/23)
KR 5: Continue incorporating intelligence into Delta MQT programs
(OPR: Deltas 2-4, 6, 8, 9 /OCR: Deltas 7 & 18; suspense: 6/30/23)
KR 6: Continue incorporating cyber into DEL MQT programs (OPR: Deltas 2-5, 7-9/OCR: DEL 6; suspense: 6/30/23)
KR 7: Implement/Execute Ready Spacecrew Program (RSP) Missions/Events utilizing Mission Area Team (MAT)-approved
Master Task List and DCG-O-approved Ready Spacecrew Tasking Memorandum (RTMs)
(OPR: Deltas/OCR: DCG-O; suspense: 7/31/23)
KR 8: Publish a comprehensive SpOC Mission System Prioritization for cyber operations memo, including SAP capabilities
(OPR: DCG-O/OCR DEL 6; suspense: 4/30/23)
KR 9: Secure SCIF workstations with at least one TS/SCI system (e.g., JWICS, NSANet, etc.) for 70% of ISR workforce at
every installation ISR personnel are assigned/based (OPR: DCG-O/OCR: DEL 7 & 18; suspense: 12/15/23)
KR 10: Deploy scalable Unied Data Library (UDL) integrated multi-domain C2 data visualization capability (IKE) to
identify battleeld risks, streamline responses, and track outcomes (OPR: DCG-T; suspense 9/30/23)
OBJECTIVE 2 KEY RESULTS
Improve SpOC’s Protect and Defend posture
KR 1: Dene measurable P&D Mission Essential Tasks (METs) (OPR: Deltas/OCR: DCG-O; suspense: 5/30/23)
KR 2: Identify/Develop/Validate/Codify HVA organic P&D TTPs; codify in authoritative SpOC documentation; ICW
STARCOM, generate POAM to integrate into test, unit AT, and exercises
(OPR: DCG-O/OCR: Deltas; suspense: 9/30/23)
KR 3: Dra next two P&D Concept annexes (OPR: DCG-O; suspense: 12/30/23)
KR 4: Develop/complete the USSF ISR CONOP outlining future ISR capabilities and support to the Protect & Defend
mission to dene roles and responsibilities across all SpOC ISR Deltas
(OPR: DCG-O/OCR: Deltas 5, 7, 15, & 18; suspense: 12/15/23)
KR 5: Operationally Accept a Delta 9 fully-DOTMLPF-P burdened system in support of P&D mission
(OPR: DCG-O/OCR: DEL 9; suspense: 9/30/23)
KR 6: Meet/Exceed physical security requirements for new/existing Protection Level assets and receive no signicant/critical
inspection/audit deciencies (OPR: SBDs 1 & 2; suspense: 12/30/23)
KR 7: Perform two STORM assessments (i.e., trade-space eval, OPLAN) focused on two ght tonight geographic areas to
assess potential CCMD campaign outcomes (OPR: DCG-T; suspense: 9/30/23)
18
SpOC Commander’s Strategic Plan 2023
OBJECTIVE 3 KEY RESULTS
Continue Integrating Allies and partners into SpOC operations
KR 1: Establish orders process with FVEY releasability the standard and NOFORN the exception with justication required;
goal of 50% orders released FVEY (OPR: DCG-O/OCR: SpOC-W; suspense: 3/30/23)
KR 2: Integrate Canadian Surveillance of Space 2 ground-based optical sensor network as a contributing sensor to the US
SSN; obtain early use of LRDR for SDA operations and commercial satellite tracking data into SDA operations
(OPR: DCG-O; suspense: 8/30/23)
KR 3: ISO SAF/IA and USSPACECOM, conclude negotiation of outstanding international agreements required to eld
priority capabilities (OPR: DCG-T; suspense: 9/30/23)
KR 4: Review/Update all SpOC SCGs, particularly to increase REL FVEY releasability as the standard and NOFORN as the
exception, and take other SpOC-controlled actions to maximize our ability to be “Allied by Design”
(OPR: DCG-O; suspense: 9/30/23)
KR 5: Conduct Operation OLYMPIC DEFENDER COA development with FVEY + DEU and FRA
(OPR: DEL 5; suspense: 6/30/2023)
KR 6: Establish Military Personnel Exchange Positions (MPEP) in 2 SOPS and Delta 8 units and extend invitation to
respective countries (OPR: DCG-T/OCR: DEL 8; suspense: 8/30/23)
KR 7: Submit “Enhanced Access” justication packages for key (non-GO) SpOC foreign exchange personnel
(OPR: DCG-T; suspense: 8/30/23)
KR 8: Develop a Strategy, consistent with USSPACECOM’s and DEL 2’s SDA concepts, to federate Allied capabilities into the
SDA work performed by 18 SDS and 19 SDS (OPR: DCG-O/OCR DEL 2; suspense: 6/30/23)
OBJECTIVE 4 KEY RESULTS
Develop/Codify SpOC processes, policies, procedures, instructions
KR 1: Identify and develop POAM for all HQ SpOC processes that require documentation in a separate instruction
(OPR: DS; suspense: 3/31/2023)
KR 2: Publish operating instruction detailing HQ SpOC, DCG, DS, Delta, and Squadron organization structure and how
each organization operates (OPR: DCGs/DS/Deltas/ SBDs; suspense: 6/30/2023)
KR 3: Develop prioritized POAM to update/create SpOC GMs/OIs/Supplements for all HHQ USSF instructions
(OPR: DS; suspense: 2/28/2023)
KR 4: Develop prioritized POAM to identify/update AFSPC instructions that remain value added
(OPR: DS; suspense: 5/31/2023)
KR 5: Execute and normalize SpOC Rapid Fielding process in support of rapid acquisition capabilities as directed by SpOC
and SpRCO MOA, and conclude enhanced elding MOUs with additional acquisition partner(s)
(OPR: DCG-O; suspense: 6/30/2023)
KR 6: Complete dra Delta 6 Cyber Operations CONOP dening CYS and Space Cyber Center roles & responsibilities in
support of Operational Deltas and USSF mission areas (OPR: DCG-O/OCR: DEL 6; suspense: 6/15/2023)
KR 7: Document SpOC SPAFORGEN processes/procedures in SpOC instruction (OPR: DCG-O; suspense: 6/30/2023)
KR 8: Codify SpOC’s data governance framework to include the data strategy and 5-year data maturity roadmap and
implementation plan (OPR: DCG-T; suspense: 5/31/2023)
KR 9: Standardize architectures and architecture tools across SpOC using Cameo EA. Build and document SpOC’s Data, IT
& System reference architecture in Cameo EA depicting holistic mission, resource relationships and dependencies to
support multi-echelon data driven decision making (OPR: DCG-T; suspense: 6/30/2023)
KR 10: Partner with SpOC Deltas and additional mission partners to document SBD Augmentation Programs to fair share
(weighted) support to security operations when needed to respond to contingencies (OPR: SBD 1; suspense: 5/31/2023)
OBJECTIVE 5 KEY RESULTS
Develop innovative, inclusive, and invested SpOC Guardians and Airmen
KR 1: Develop and publish a SpOC Human Capital Plan that operationalizes the Space Force Guardian Ideal
(OPR: DCG-S; suspense: 7/31/2023)
KR 2: Institutionalize SpOC Human Capital Resiliency programs, including increasing SpOC’s Diversity, Equity, Inclusion,
Accessibility (DEIA) Model Score from Level 1 (Foundational Capacity) to Level 2 (Advancing Outcomes) or better
(OPR: DCG-S; suspense: 9/30/2023)
KR 3: Identify and train Security Cooperation managers at each Delta to serve as the focal point for international
engagements, partnerships, and execution of formal taskings from USSPACECOM and HQ SpOC
(OPR: DCG-T; suspense: 6/30/2023)
19SpOC Commander’s Strategic Plan 2023
LOE #2
SpOC will use the Space Force Generation (SPAFORGEN) model to present forces to Combatant Commands through
Force Element packaging tailored to specically meet Combatant Command requirements. We will solidify warghting
relationships and structures with clear C2 and tasking processes to operate and ght successfully in the face of threats. Some
objectives and KRs that support this eort include:
OBJECTIVE 1 KEY RESULTS
Solidify operational relationships with HQ USSF, the new USSF Component Commands, other FIELDCOMs, and the
Combatant Commands
KR 1: Complete work on C-FIELDCOM PLANORD to plan SpOC-West elevation to a Component Field Command
(OPR: DCG-O; suspense: 6/30/2023)
KR 2: Implement quarterly crosstalks with other USSF COMSPACEFORs (OPR: SpOC-W/CFSCC; suspense: 2/28/2023)
KR 3: Establish SpOC as the Service-level authority to issue cyber-related orders and directives on behalf of CSO
(OPR: DCG-O; suspense: 6/30/2023)
KR 4: Document integration of cyber taskings, cyber intel, & information ows into existing or future space C2 channels to
set conditions for technical solution for cyber SA (e.g., IKE) (OPR: DEL 6; suspense: 7/15/2023)
KR 5: ICW USSF and SSC, identify Commercial SATCOM operational functions presently performed by SSC/CSCO,
including EMSS, Watch Oce, RSSC planning functions, and determine duties to transition to SpOC
COMSATCOM C-SSE (OPR: DCG-O; suspense: 6/30/2023
OBJECTIVE 2 KEY RESULTS
Fully implement Space Force Generation (SPAFORGEN)
KR 1: Fully implement SPAFORGEN Readiness reporting for each OTE Ops Unit and Combat Squadron, Detachment, and
Operational location assigned for all Deltas, including linking T-ratings to advanced training, updating equipment
tables, and tying P-ratings to the SPAFORGEN 8-crew model (OPR: DCG-O/OCR: Deltas; suspense: 9/30/2023)
KR 2: ICW HQ USSF, develop P&D DRRS/readiness reporting criteria/process (OPR: DCG-O; suspense: 3/30/2023)
KR 3: Develop and implement UTCs to support USSF and SpOC’s Combat Deltas and Combat Squadrons
(OPR: DCG-S/OCR: DCG-O; suspense: 6/1/2023)
KR 4: Per Fall DEL/SML Conference task from CSO, identify opportunities and develop POAM to contract out select
baseline operations (OPR: DCG-O; suspense: 6/30/2023)
KR 5: Investigate opportunity to apply AI/ML tools like Senior Leader Awareness Tool (SLAT) to derive readiness reporting
insights; develop POAM to implement if feasible (OPR: DCG-O/OCR: DCG-T; suspense: 3/31/2023)
KR 6: Assess 50% of weapon system task critical asset infrastructure and provide mission assurance measures for readiness
reporting (OPR: DCG-S; suspense: 9/30/2023)
KR 7: Dene COMSPACEFOR tool IOC/FOC criteria and achieve FOC in CY23, including integration into one large
exercise as a space status monitoring system for blue participants (OPR: DCG-T; suspense: 9/1/2023)
20
SpOC Commander’s Strategic Plan 2023
OBJECTIVE 3 KEY RESULTS
Finalize SpOC warghting organizational structure
KR 1: Dene Delta 15 IOC/FOC criteria and achieve IOC (OPR: DCG-O; suspense: 3/20/2023)
KR 2: Prepare full POAM for transfer of the JTAGS mission in FY24, including personnel and equipment
(OPR: DCG-O; suspense: 9/30/2023)
KR 3: Continue standup up of ITWAA Weapon System Team in accordance with NDAA 1669
(OPR: DCG-O; suspense: 12/31/2023)
KR 4: Complete Basing Action Request process and bed down at interim facilities for new Delta 7 Squadrons
(i.e., 74th, 75th, and 76th) (OPR: DCG-O/OCR: DCG-S; suspense: 12/15/2023)
KR 5: Field personnel and equipment in support of Project COPPER in coordination with evolving schedules
(OPR: DCG-O; suspense: 09/31/2023)
KR 6: Facilitate transfer of JTF-SD Commercial Operations Cell (JCO) to Delta 2
(OPR: DCG-O/OCR: DEL 2; suspense: 6/30/2023)
KR 7: Relocate SATCOM WSOC training from Fort Gordon to a permanent or temporary facility
(OPR: DCG-O/OCR: DCG-S & DEL 8; suspense: 12/31/2023)
KR 8: Dene/identify Cheyenne Mountain Complex (CMC) operational requirements and execute manpower studies to
provide CMC tenants an enduring ability to conduct sustained 24/7 Alert operations
(OPR: DCG-O/OCR: DCG-S & SBD 1; suspense: 9/30/2023)
KR 9: Obtain HQ USSF and SAF approval to transfer Space Weather mission from 557 Weather Wing to Delta 2
(OPR: DCG-O; suspense: 6/30/2023)
21SpOC Commander’s Strategic Plan 2023
LOE #3
SpOC sustainment actions and organizational structures must improve the operational resiliency of our weapon systems
and supporting infrastructure. is includes anticipating the needs and requirements for mission growth and identifying
infrastructure and mission support shortfalls before they become mission impacting. SpOC will also continue to exploit
innovation to improve our operational resiliency. Some objectives and KRs that support this eort include:
OBJECTIVE 1 KEY RESULTS
In coordination with HQ USSF and other stakeholders, dene/codify enterprise and weapon system sustainment
roles/responsibilities
KR 1: Continue reviewing and coordinating sustainment responsibilities, authorities, and resources assigned to HQ SpOC,
Delta, and Squadron Commanders, and promulgate new guidance via an instruction or order
(OPR: DCG-S; suspense: 3/31/2023)
KR 2: Continue dening a standard maintenance organization construct for the Deltas (OPR: DCG-S; suspense: 3/31/2023)
KR 3: Continue working with HQ USSF and other FIELDCOMs to establish a USSF Enterprise Sustainment Strategy to
standardize and normalize weapon system sustainment (OPR: DCG-S; suspense: 3/31/2023)
KR 4: Continue working with HQ USSF and other FIELDCOMs to establish a Space Enterprise Sustainment Review
Governance via a signed Terms of Reference that includes a collaboration process between stakeholders
(OPR: DCG-S; suspense: 3/31/2023)
OBJECTIVE 2 KEY RESULTS
Plan for SpOC infrastructure and facility requirements to address mission growth
KR 1: Develop process to review each year’s President’s Budget to determine resource disconnects for the elding of capabilities
across the Space Enterprise and generate potential solutions to recommend to the SpOC/CC for advocacy during POM
deliberations (OPR: DCG-S; suspense: 6/30/2023)
KR 2: Develop/Implement procedures to identify/track/program for mission partner future facility and space/manpower/
communications/power requirements before new capability delivery, leveraging USSF, SSC, SpOC, and AFIMSC/Det 1
expertise and SBD FUB process (OPR: SBDs/OCR: DCG-S and DCG-O; suspense: 6/30/2023)
KR 3: Closely coordinate with USSF, AFMC, and SpOC to develop partnerships and secure guidance for the transfer,
maintenance, and resources (personnel & funding) for real property and sites associated with Sister Service operational
missions transferred to SpOC (OPR: SBDs/OCR: DCG-S; suspense: 9/30/2023)
KR 4: Present a CTIO-aligned, SpOC-wide IT Modernization vision/plan/roadmap. Plan to include potential contracts
leveraging technological advancements and infrastructure optimization to enable scalable, cross domain access,
improved data, and cybersecurity. Plan goals to explore/include potential cost-eective reprioritization of Guardians
from performing Base Operations Support, Information Technology (BOS-IT) to DCO-S and SpOC cyber mission
functions (OPR: DCG-T; suspense: 9/30/2023)
KR 5: Assess basing requirements for current and future space capabilities against resiliency criteria that includes dispersed/
diversied/distributed factors in order to inform the Strategic Basing process
(OPR: DCG-O/OCR: DCG-S; suspense: 12/30/2023)
OBJECTIVE 3 KEY RESULTS
Address mission support shortfalls across the SpOC enterprise
KR 1: Establish a DCG-S Mission Support Integration Oce to provide SpOC dedicated decision support across the
command’s mission support requirements. Achieve IOC by 30 Mar 23, FOC by 30 Sep 23.
(OPR: DCG-S; suspense: 9/30/2023)
KR 2: Develop a comprehensive process for OIMD use to rapidly eld fully burdened weapon systems with sucient
manpower, facilities, training, and cyber defenses, particularly those delivered via non-traditional acquisition methods
(OPR: DCG-O/OCR: DCG-S; suspense: 6/1/2023)
KR 3: Complete tech refresh of comm network circuits from SONET technology to support mission comms up to 1GB
(from 1 to 10 MB speeds) (OPR: DCG-O; suspense: 12/31/2023)
KR 4: Determine/Normalize sustainment requirements for Kobayashi Maru Section 31 Space C2 MVPs
(OPR: DCG-O/OCR: DCG-S; suspense: 6/30/2023)
KR 5: Develop POAM to bring SBDs’ unfunded vs. funded ratio in line with Air Force wings
(OPR: SBDs/OCR: DCG-S; suspense: 6/30/2023)
KR 6: Establish Energy Resilience Readiness Exercise program requirement and criteria for SBDs (to include supported GSU
installations) to test and assess critical infrastructure capability and resilience with intent to ensure continued operations
during unexpected outages, weather, and/or unintentional/intentional infrastructure failure
(OPR: DCG-S/OCR: DCG-O; suspense: 6/30/2023)
22
SpOC Commander’s Strategic Plan 2023
OBJECTIVE 4 KEY RESULTS
Use Innovation/Data Analytics/Articial Intelligence (AI)/Machine Learning (ML) digital tools to improve operations
KR 1: Partner with SSC to identify an automated capability to mission map key cyber terrain. Establish an initial prototype
presence on one mission system (OPR: DCG-O/OCR: DCG-T & Del 6 suspense: 8/15/2023)
KR 2: Continue pursuit of space ISR tools and infrastructure supporting PED and targeting soware & hardware solutions in
support of newly established ISR Squadrons IOC (75th and 76th ISRS); develop SpOC targeting and PED POAMs and
associated CONOPs with dened mission and responsibilities (OPR: DCG-O; suspense: 12/15/2023)
KR 3: Integrate and improve missed satellite maneuver and satellite maneuver classication tool capabilities to the 18 SDS,
19 SDS, CSpOC and NSDC ops oors and identify, investigate, and evaluate predictive satellite maneuver algorithms
(OPR: DCG-T; suspense: 3/31/2023)
KR 4: Identify cyber defense capability suite needed to defend Operational Technology and Industrial Control Systems (ICS)
and establish an initial prototype presence on one mission system (OPR: DCG-O/OCR: Del 6; suspense: 12/15/2023)
KR 5: Develop a roadmap for maximizing cloud adoption to reduce mission system hardware footprint while also harnessing
Cloud AI/ML and computing power (OPR: DCG-T; suspense: 6/30/2023)
KR 6: Identify data needs that support our mission areas for the UDL. Complete mission assessment by end of June; identify
data needs & populate repositories w/CDO—10% 2nd quarter, 40% 3rd quarter; 60% 4th quarter
(OPR: DCG-T; suspense: 8/31/2023)
KR 7: Implement steady-state operational performance assessment metric reporting (collection, trending, archiving) for SpOC
with/including Delta metrics assessments. Additionally, initiate a 2nd tranche to further identify key resources and
conduits that provide unfettered access to applicable operational performance data from Deltas
(OPR: DCG-T; suspense: 8/31/2023)
KR 8: Develop advanced digital concepts (1 per quarter) to support digital headquarters and digital operations. e rst
initiative will evaluate an ML/AI prototype for 71 ISRS Det 3 to identify key resources/conduits/solutions and advance
the technical risk level (OPR: DCG-T; suspense: 5/31/2023)
KR 9: Finalize and publish the HQ SpOC DCG-T Innovation Strategy, identifying the current innovation construct and way
forward for fostering an innovative-driven force (OPR: DCG-T; suspense: 9/30/2023)
