Leadership Insight

Written by Marty Kauchak

 

Payton earned his Bachelor of Science in astronautical engineering from the U.S. Air Force Academy, and his Master of Science in aeronautical and astronautical engineering from Purdue University. As an Air Force officer, he served as a pilot, instructor pilot, spacecraft operations director and space technology manager. In 1985, he flew as a payload specialist on board the space shuttle Discovery in the first military flight of the space shuttle program. He retired from the Air Force in the rank of colonel after more than 23 years of service, with his last duty in the Strategic Defense Initiative Organization. While there, he was responsible for directing the development of sensor and interceptor technologies for detecting, tracking, discriminating targets and intercepting ballistic missiles in all phases of flight. He was instrumental in the initiation and management of the Midcourse Sensor Experiment, the Lightweight Exo-atmospheric Projectile, Delta-183, Talon Shield, Clementine and the DC-X launch vehicle technology project.

Payton has also served as NASA's deputy associate administrator for Space Transportation Technology, where he initiated, planned and led the Reusable Launch Vehicle technology demonstration program, which included the X-33, X-34, X-37 and DC-XA flight test projects. His responsibilities included program formulation, budget preparation, and program advocacy with Congress, the White House, the Department of Defense and the media. For two years he was the senior vice president of engineering and operations for ORBIMAGE, a leading global provider of Earth imagery products and services. Prior to his current position, Payton served as the deputy for advanced systems in the Missile Defense Agency. There he led the MDA technology program to enhance ballistic missile defense sensor, weapon and battle management capabilities.

Q: Briefly discuss your office's efforts to reprioritize or adjust programs in response to the growing rogue state ballistic missile threat represented by North Korea and Iran, and other nations.

A: We haven't had to reprioritize or adjust our programs because we're already working hard to field advanced missile warning capability against these and other emerging threats. Early warning of ballistic missiles remains the primary mission of the Space Based Infrared System [SBIRS], the replacement for the Defense Support Program [DSP]. As new SBIRS sensors come online, such as those now operating in Highly Elliptical Orbit [HEO], we are investing in efforts to exploit their unique new capabilities as they are integrated with the current architecture. For instance, we're spending $15 million in FY09 specifically for these HEO exploitation efforts. Looking ahead in our planned missile warning architecture, SBIRS Geosynchronous Earth Orbit [GEO]-1 and GEO-2 space vehicles are progressing through integration and test leading up to their respective launches. Additionally, we have funded advanced procurement for GEO-3 and -4, which when fielded will complete the transition from the legacy DSP constellation. SBIRS is a top priority for the Air Force and Department of Defense because of its importance to the nation in delivering superior detection and reporting capabilities to our warfighters.

Q: Please summarize the problems with DoD's acquisition process for space systems. What is the Air Force doing to correct these shortfalls?

A: We've been criticized for "over-reaching" on space programs, pursuing programs that can't be afforded, and without assurance that capabilities can be achieved with available resources. Through our Back-to-Basics approach, we've emphasized several areas: clear and achievable requirements, rigorous systems engineering, proven component technology, and appropriate resourcing-both financial and personnel. The block approach allows us to field mature technology while simultaneously investing in incrementally greater capabilities for later blocks. This strategy allows us to apportion risk across a program's acquisition life cycle.

Additionally, we must remain vigilant to ensure the space industrial base can develop and deliver the space capabilities we need; and simultaneously continue to grow a strong cadre of space professionals with the technical experience, business acumen, and necessary expertise to acquire complex space systems.

Q: To follow up, what is the service doing to increase the number of its acquisition work force members and their competencies?

A: Our people are our top resource. Acquisition excellence comes from having educated, trained and experienced professionals capable of executing the acquisition mission in the modern industrial environment. Additionally, we must ensure the acquisition corps is appropriately sized to perform essential and inherently governmental functions while being flexible enough to meet continuously evolving user demands. The Air Force is working to increase the work force in the critical areas of systems engineering, cost estimating, program management, contracting, logistics, financial management and legal. The Air Force also plans to use expedited hiring authority to fill current civilian vacancies; fully utilize the recruitment, training and retention funding; develop and implement recruitment and retention initiatives, including management training programs and bonuses where appropriate; and increase manning priority for civilian and military acquisition positions.

Q: What are the service's three priority space system procurement programs in the FY10 budget request?

A: Our priority is to recapitalize the space capabilities our warfighters depend on daily. Three of several high-priority mission areas the Air Force will continue to support in space are missile warning; military satellite communications; and position, navigation and timing. Additionally, the department is increasing the investment in space situation awareness and space protection to ensure our space capabilities in an increasingly contested environment. Supporting these missions, we will deliver a series of "first of" capabilities over the next two years, including Advanced Extremely High Frequency (AEHF), Space Based Space Surveillance (SBSS), GPS IIF and SBIRS.

Q: Discuss your service's efforts to increase the fidelity and rigor of the research, development, test and evaluation process for its space systems.

A: We recognize that robust science and technology programs have always been foundational for successful acquisition. However, in a constrained fiscal environment it is essential to maximize the payback of RDT&E investments. By using an incremental delivery strategy or "Block Approach," we can field technologically mature systems while simultaneously investing in RDT&E to support capability improvements in later blocks. This approach allows us to apportion risk more appropriately across a program's acquisition life cycle.

As an example, GPS III is adding capability incrementally across three blocks and maturing technology at each block. For instance, Block A: baseline Block III bus configuration, increase signal power, add civil signal; Block B: crosslinks to improve accuracy, integrity, real-time communications with constellation; and Block C: high- power spot beam to improve anti-jam and navigation warfare capability.

Q: Please summarize your goals to make Air Force space programs more supportive of the service and joint warfighters.

A: Space is inherently joint, and today's space systems provide an unparalleled and asymmetric advantage to joint forces. Operationally responsive space [ORS] is an example of a space program developed to support the joint warfighter. ORS conducts rapid assessment of how current space capabilities can better support joint warfighters, and executes rapid end-to-end efforts to meet urgent operational needs of the combatant commanders. Part of ORS is the Rapid Responsive Space Works at Kirtland AFB that assembles, integrates and tests buses, payloads and satellite vehicles to support compressed timelines for fielding tailored capability to meet COCOM's needs.

Q: What are the near-term opportunities for increased collaboration and partnering with the commercial space sector? Are there any Air Force-specific projects you can discuss?

A: We are exploring how best to expand our partnership with commercial space ventures. Of note, the 3rd Generation Infrared Surveillance program's Commercially Hosted Infrared Payload (CHIRP) is an example where the Air Force was able to take advantage of pre-existing weight and power margin on a commercial communications satellite that was being launched in the time frame we needed, to test advanced infrared payloads in a space environment, at a fraction of the cost that a dedicated government satellite and booster could have achieved.

Q: Your forecast, please, on how the 2009 Quadrennial Defense Review will refocus your service's strategies and acquisition priorities for space programs.

A: Fundamentally, we envision continued support to seamlessly integrate our core space missions-missile warning, position/navigation/timing, military satellite communications, weather, and space situation awareness-into broader military capabilities and CONOPS. We look forward to working as a member of the joint team in performing a comprehensive review of the department's objectives to meet near-term challenges associated with ongoing overseas contingency operations as well as preparing for future roles across the full spectrum of military operations.

Q: Explain how the Air Force is reaching out to more fully include the innovations and insights of small businesses in its space acquisition process.

A: The Air Force continues to reach out and include small business in space acquisition. For example, the Operationally Responsive Space (ORS) office evaluated over 200 proposals and awarded 24 contracts under their FY08 Broad Agency Announcements, with most awards going to small innovative companies. ORS has adopted a modular open system architecture (MOSA) with a specific purpose of lowering barriers to entry and thereby enabling small companies to effectively compete for building portions of space systems. The TacSat series of satellites is an ongoing demonstration program between service labs and the ORS Office that relies heavily on small businesses. These TacSats are used as a primary test-bed for proving technologies in an operational environment. The Air Force Tactical Exploitation of National Capabilities Program (TENCAP) is another excellent example of Air Force efforts aimed at reaching out to the solutions and innovations found within small businesses. TENCAP leverages small development effort contracts, in concert with the larger defense and intelligence system acquisitions, to develop hard hitting, reduced timeline warfighter capabilities. Small businesses make up a majority of the 30 to 40 projects TENCAP funds each year to quickly field pressing major command and COCOM deficiencies and capability gaps. ♦

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