9002-0023.doc

HQ AFSPC

CONTRACT INFORMATION

SPACE CAPABILITIES PLANNING, SYSTEM ENGINEERING, SCIENCE AND TECHNOLOGY AND STRATEGY, DOCTRINE AND POLICY

360 Command View Colorado Springs, CO 80915

(1 Base Yr and 2 Opt Yrs)

STATEMENT OF WORK

FOR

SPACE CAPABILITIES PLANNING, SYSTEM ENGINEERING, SCIENCE AND TECHNOLOGY AND STRATEGY, DOCTRINE AND POLICY

CAASETA TASK ORDER: A8A9-0146

9002-0023 10 Aug 2007

1.0 DESCRIPTION OF SERVICES

Provide technical and analytic support for the development of strategy, policy, doctrine, long-range plans and science and technology to control and exploit space. Provide technical and analytic support to execute the Integrated Planning Process resulting in publishing AFSPC/CC’s fiscally constrained Strategic Master Plan (SMP).

1.1 ORGANIZATION BEING SUPPORTED: HQ AFSPC/A8X

150 Vandenberg St Ste 1105

Peterson AFB CO 80914-4610

1.1.2 MISSION Develop strategy, policy, doctrine and long-range plans to control and exploit space.

1.2 OVERVIEW OF SERVICES REQUIRED. Provide support to HQ AFSPC Strategic Plans Division mission. The contractor shall provide technical support in the areas of strategy, policy, doctrine, long-range plans and science and technology development to include:

1.2.1 Support AFSPC’s Integrated Planning Process (IPP) with Mission Area Teams (MAT) through Functional Area Analysis (FAA), Functional Needs Analysis (FNA), Functional Solution Analysis (FSA), and Integrated Investment Analysis (IIA); and generating Mission Area Plans (MAP) and a fiscally constrained integrated SMP.

1.2.2 Identify Command’s near-, mid- and far-term required capabilities, assesses shortfalls in fulfilling those capabilities and determine the optimal 20-year investment strategy required to address the shortfalls.

1.2.3 Oversee and write the Command’s SMP, to include the Investment Strategy and Long-Range Plans, Commander’s Strategic Vision/Intent, AFSPC Roadmap, and Science and Technology (S&T) Guidance documenting the results of the IPP and other AFSPC planning documents.

1.2.4 Prepare and update applicable instructions related to the IPP, S&T and other planning processes.

1.2.5 Prepare inputs to the Air Force Planning and Programming Guidance, National Security Space Plan, and Air Force Capabilities Investment Strategy and other evolving DoD documents.

1.2.6 Integrate Command plans with science and technology plans and collaborative space plans.

1.2.7 Interact directly with MAJCOMs, Unified Commands, Air Staff, and defense agencies to define operational deficiencies and integrate total force capabilities.

1.2.8 Provide support to SMC concept development efforts and integrate them into IPP

1.2.9 Provide support and produce S&T plans, and assist the Air Force Research Laboratory (AFRL) in prioritizing and funding S&T programs in support of Command’s modernization.

1.2.10 Assess emerging government and commercial technology investments, identifying duplication, and leveraging S&T with the NRO, NASA, DARPA, Air Staff and industry.

1.2.11 Review, analyze and coordinate doctrine (Joint, Allied and Air Force), Service and Multi-service Tactics, Techniques and Procedures (TTPs), national military strategies and space policy (national, Department of Defense (DoD), USAF).

Develop strategy, policy, and doctrine for military space operations.

Support planning for and participation in Title X and space wargames and exercises.

Provide support to the government to implement the planning processes and/or publishing of specific products identified below. The contractor shall support ad hoc and planned meetings for:

1.2.11.1 Integrated Planning Process (IPP)

1.2.11.2 AFSPC Strategic Master Plan (SMP) Product

1.2.11.3 Functional Area Analysis (FAA) Process

1.2.11.4 Functional Needs Analysis (FNA) Process

1.2.11.5 Functional Solutions Analysis (FSA) Process

1.2.11.6 Integrated Investment Analysis (IIA) Process

1.2.11.7 Space Strategy, Doctrine, TTP and Policy Analysis Process

1.2.11.8 Command Relationship Analysis Process

1.2.11.9 Space and Missile National Security Space Office (NSSO) Process

1.2.11.10 S&T Planning Guidance to AFRL Process

1.2.11.11 S&T Corporate Process Activities

1.2.11.12 S&T Research and Evaluation Process

1.2.11.13 Air Force Roadmap Product

1.2.11.14 Quadrennial Defense Review (QDR) Process

1.3.1 REQUIREMENT 1: Overview of Services Required FOR PLANS INTEGRATION; This effort represents approximately 40% of this requirement.

The contractor shall provide the following to support HQ AFSPC/A8XP. The contractor shall assist HQ AFSPC/A8X with Operations Research and HQ Organizational Management Support with its responsibility to develop and deliver strategic plans. HQ AFSPC/A8X facilitates the command’s IPP to support development of the SMP, Long-Range Plans, Investment Strategies, AFSPC Roadmaps, prioritized capability lists and shortfall lists. HQ AFSPC/A8XP is charged with integrating the efforts of five mission area plans and an S&T plan into a coherent solution for AFSPC and ensuring the vision is clearly communicated within and outside AFSPC. HQ AFSPC/A8XP is in charge of tracking CRRA shortfalls and how well AFSPC is meeting these shortfalls.

1.3.1.1 Develop recommendations for the implementation of IPP revisions by 1 Oct of each year IAW the AFSPC Instruction governing the IPP (entire reg applies). Provide briefing to the government recommending actions the government should consider implementing.

1.3.1.2 Perform analysis of concept cost profiles for approximately 80-100 concepts per year. Provide analysis with recommendations to the government.

1.3.1.3 Provide recommendations for incorporation of planning, programming and basing guidance into the IPP annually. Provide marked-up copy with recommendations to the government.

1.3.1.4 Provide technical liaison support between HQ AFSPC/A8X and mission/business partner organizations on average of 2-4 times per month. Provide overall summation of key issues and recommendations to the government.

1.3.1.5 Prepare training material and conduct training sessions IAW the AFSPCI. Provide briefing and associated handouts to the government.

1.3.1.6 Prepare/deliver briefings/talking papers aimed at integrating and gaining planning advocacy at least 20 times per year. Include a summation of key issues and recommendations to the government.

1.3.1.7 Draft the SMP’s volumes yearly (IAW the AFSPCI). Coordinate finalized copy within HQ AFSPC.

1.3.1.8 Assist the government to produce MAPs and SMP with investment roadmaps yearly IAW the AFSPCI. Provide summation of key issues and recommendations to the government. Coordinate finalized copy within HQ AFSPC.

1.3.1.9 Assist the government in maintaining IPP databases to include: Aerospace Integrated Investment Software (ASIIS) and others. Provide a summary and rationale of changes made.

1.3.1.10 Support design and format decisions of SMP to effectively communicate AFSPC intent and vision. Provide a summation of key issues and recommendations to the government.

1.3.1.11 Identify and document Planning and Programming Guidance annually. Provide overall summation of key issues and recommendations to the government.

1.3.1.12 Draft AFSPC Strategic Planning Guidance (Commander’s Intent) once per year. Coordinate finalized copy within HQ AFSPC.

1.3.1.13 Identify cost-constrained, technologically feasible roadmaps integrated across mission areas annually. Provide summation of key issues and recommendations to the government.

1.3.1.14 Integrate SMP production with program-level Counterspace / Space Control activities to ensure production of an integrated plan for the command.

1.3.1.15 Provide technical assistance and recommendations on strategic integration with outside agencies. Provide a summation of key issues and recommendations to the government.

1.3.1.16 Conduct SMP to Program objective Memorandum (POM) Comparison yearly IAW the AFSPCI. Provide briefing to include a summation of key issues and recommendations to the government. Prepare quick reaction analyses to implement the IPP and development of the POM/Amended Program Objective Memorandum (APOM) at least 4 times per year. Propose new methods to better integrate the SMP Investment Strategy with the Command's POM processes. These proposals should also recommend methods to eliminate no longer needed processes.

1.3.1.17 Develop briefings, papers, analytical assessments of strategic planning and IPP/SMP data. This will encompass approximately 50 briefings and 26 papers yearly. Provide updated briefings, summation of key issues and recommendations to the government.

1.3.1.18 Support IPP/SMP briefings development as well as associated local travel (radius range of 50 miles) at least 3 times per year. Provide updated briefings and point papers to the government.

1.3.1.19 Maintain prior IPP cycle lessons learned and recommend refinements to IPP data and activities at least once per year. Provide summation of key changes and recommendations to the government.

1.3.1.20 Assist in development of IPP value model during FAA phase of IPP yearly. Provide a summation of key issues and recommendations to the government.

1.3.1.21 Support recurring planning conferences (at least 2 per year). Provide updated briefings and point papers to the government within 5 days of request.

1.3.1.22 Create, coordinate and maintain the roadmap/ database. Updates should be accomplished quarterly. Provide a summation of changes and rationale. Support meetings and planning sessions for the roadmap 8-12 times per year.

1.3.1.23 Attend meetings, conferences and other technical exchanges. Provide a summation of key issues and recommendations to the government.

1.3.1.23.1 Attend Concept Development Review Board (CDRB) meetings at least once per week. Provide overall summation of key issues and recommendations to the government.

1.3.1.23.2 Attend CDRB meetings at least once per week. Provide overall summation of key issues and recommendations to the government.

1.3.1.23.3 Attend MAT meetings, design reviews and program reviews at least 1-3 times per week. Provide overall summation of key issues and recommendations to the government.

1.3.1.23.4 Attend ad hoc meetings, conferences and other technical exchanges 4-8 times per year.

1.3.1.24 Schedule, assist and document the results of FAA/FNA/FSA AFSPC Corporate Structure meetings.

1.3.1.25 Maintain HQ AFSPC A8XP, A8XK, A8XT and A8XS web sites (reviewed and updated weekly). Provide notification to the government when changes are made.

1.3.2 REQUIREMENT 2: OVERVIEW OF SERVICES REQUIRED FOR Strategy, Doctrine and Policy Analysis; This effort represents approximately 15% of this requirement.

The contractor shall provide the following support to HQ AFSPC/A8XS. The contractor shall assist the HQ AFSPC/A8XS branch in performing analyses and development of national, military and space strategy, doctrine and policy to support development of the AFSPC SMP, MAPs, Mission Support Mission Area Plan and other long-range planning products. Help evolve strategy, doctrine, policy and command relationships for national and military space in operations, exercises, war games and Service and Joint doctrine.

1.3.2.1 Perform analyses of national, military and space strategy, doctrine and policy to support development of the AFSPC MAPs, MSP and other long-range planning products (approximately 1-2 documents analyzed per month). Coordinate staffing packages with associated impacts and recommendations to the government.

1.3.2.2 Identify and review national space policy goals, objectives, and senior-level direction impacting space mission area planning, IPP implementation and POM/APOM development (approximately 2 documents reviewed per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.3.2.3 Research role of AFSPC in existing strategy, doctrine and policy documentation (approximately 2-3 documents researched per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.3.2.4 Research, analyze and make recommendations to evolve strategy, doctrine and policy for national and military space and Service and Joint doctrine (approximately 2-3 documents reviewed per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.3.2.5 Document lessons learned from operations, exercises and war games (approximately 2-3 events reviewed per year). Coordinate staffing packages with a summation of the issues and recommendations to the government.

1.3.2.6 Develop joint warfighting concepts to more closely integrate air and space missions (approximately 2-3 concepts developed per year). Coordinate staffing packages a summation of the issues and recommendations to the government.

1.3.2.7 Provide periodic technical doctrine reviews and document efforts (approximately 150 doctrine documents reviewed per year; interleave with requirement 1 above). Coordinate completed summation of the issues and recommendations to the government.

1.3.2.8 Support long-term planning and strategic analysis (continuous integration with HQ AFSPC/A8XP IPP efforts). Coordinate staffing packages and analyses with 14th AF, 20th AF, HQ AFSPC staff and others as required.

1.3.2.9 Analyze relevant documents, articles and other sources and synopsize information for AFSPC senior leadership (approximately 2-3 documents reviewed per month). Coordinate completed summation of the issues and recommendations to the government.

1.3.2.10 Provide technical concept and overview briefings for AFSPC senior leadership (approximately 3-4 briefings per year). Coordinate staffing packages and conduct pre-briefs with14th AF, 20th AF, HQ AFSPC staff and others as required.

1.3.2.11 Prepare briefings, white papers and journal articles (approximately 2-3 documents prepared per year). Coordinate staffing packages and white papers with14th AF, 20th AF, HQ AFSPC staff and others as required.

1.3.2.12 Support branch conferences and workshops (approximately 4-5 conferences held per year). Provide administrative logistics support in arranging, scheduling rooms, setting up conferences, coordinate briefings with stakeholders and document key issues with recommendations to the government.

1.3.2.13 Support related planning and interface with outside organizations such as HQ USAF, HQ USSTRATCOM, AFDC, MAJCOMs, NSSI, NSSO and OSD counterparts. Coordinate staffing packages with read-aheads and trip reports.

1.3.2.14 Maintain HQ AFSPC/A8XS web site (reviewed and updated at least weekly). Provide notification to the government when changes are made.

1.3.2.15 Participate in the weekly status meetings. Attend division staff meetings (approximately 6-8 times per year). Provide briefing update to division branch chief and branch from division staff meetings.

1.3.2.16 Participate in and summarize working group findings (approximately 1-2 working groups per month). Coordinate findings with 14th AF, 20th AF, HQ AFSPC staff and others as required.

1.3.3 REQUIREMENT 3: OVERVIEW OF SERVICES REQUIRED FOR SCIENCE

AND TECHNOLOGY (S&T) PLANNING SUPPORT; This effort represents approximately 35% of this requirement.

The contractor shall provide the following to support HQ AFSPC/A8XT. The contractor shall assist with all AFSPC S&T Corporate Process activities in support of the AFSPC IPP. Assist the command S&T lead in the development and publishing of Space S&T investment guidance to AFRL and Industry. Provide technical research and evaluation support for a myriad of tech new start, tech demonstration and tech planning efforts in support of warfighter requirements. Provide subject matter expertise on operations feasibility, technical suitability and S&T processes, including S&T workshops and corporate process meetings, to support AFSPC S&T efforts and planning. Serve as primary S&T process interface with AFSPC IPP. AFSPCI 61-101 is the governing document for this activity along with associated publications AFSPC 61-102 and 61-103. Though not all requirements below are listed in the instruction, all are implied by its content.

1.3.3.1 Develop Group/Board/Council meeting content and synchronization with SMP activities and S&T Guidance document development. Use extensive technical expertise and knowledge of the AFRL Space portfolio and Focused Long-Term Challenges (FLTC) portfolio to review and evaluate technical and process briefings for presentation to AFSPC and higher HQ decision makers. (Two Corporate Process cycles per year IAW AFSPCI 61-101, Ch 4). Provide agendas, briefings and point papers to the government within 2 weeks of request.

1.3.3.1.1 Develop and maintain listings of, and track S&T corporate process action items raised in, S&T Workshops, Groups, Boards and Councils. Ensure resolution strategies match SMP and S&T Guidance direction, report status to S&T Corp Process and HQ AFSPC/A8XP, and bring to closure when appropriate. Provide action item list, summarize key issues and provide recommendations to the government.

1.3.3.1.2 Provide command section event and read-ahead material to prepare senior leadership for high-visibility S&T Corporate process events (approximately 15 events per year, which includes workshops, groups, boards and councils and special topic S&T sessions with AFSPC leadership). Provide a summation of key issues and recommendations to the government.

1.3.3.1.3 Support pre-corporate process with ad hoc meetings to enhance corporate process execution. Provide a summation of key issues and recommendations to the government.

1.3.3.2 Support process manager for Space Test Program to include AF and DoD Space Experiment Review Board (SERB) candidate research and evaluation. Provide candidate evaluation criteria, technical research into each experiment, and recommendations to HQ AFSPC/A8X Division Chief on which candidates’ best support AFSPC SMP and warfighter needs, and then incorporate selections into S&T Guidance. Attend AFRL, AF and DoD SERBs (2-3 days each), plus 2 O-6 prep sessions and 4 internal scoring reviews (1 day each). (AFSPCI 61-101, para 5.2.3.7). Provide draft AFSPC final rankings/rationale for AF space experiments competed at the AF and DoD SERB to the government. Coordinate results of AF and DoD SERB through HQ AFSPC for AFSPC/CC approval or review.

1.3.3.3 Update information on AFSPC S&T Website, as required (approximately 1-3 times per month), ensuring consistent communication of S&T events, briefing material and corporate process meeting minutes to government S&T community.

1.3.3.4 Prepare annual, detailed guidance document for AFRL regarding Space S&T investments. (AFSPCI 61-101, 5.2.3.7.11, AFPD 61-1)

1.3.3.5 Oversee internal and external coordination effort for S&T Guidance, to include resolution of comments for final document accuracy and readability. Provide coordinated document to the government.

1.3.3.6 Provide technical S&T branch inputs to post-SMP publication reengineering effort for AFSPC IPP process. Provide recommendations and associated rationale to the government.

1.3.3.7 Provide senior-level briefing support, both internal and external, to advertise the S&T Guidance document to HQ AFSPC and S&T community personnel. Provide briefing materials to the government.

1.3.3.8 Assist with S&T Strategic Integration, to include interface with sister services, non-DoD space agencies, joint staff, Air Staff, CoComs and MAJCOMs for input and synchronization of S&T efforts. (AFSPCI 61-101, para 5.2.3.7.6). Provide recommendations and associated rationale to the government.

1.3.3.9 Provide Operationally Responsive Innovative Solutions and technology transition process oversight to include Joint / Advanced Concept Technology Demonstrations (J/ACTD), Warfighter Rapids Acquisition Program, Quick Reaction Special Project and other rapid acquisition efforts as needed. (AFSPCI 61-101, para 4.3). Provide recommendations and associated rationale to the government.

1.3.3.10 Support command lead for J/ACTD. (IAW AFSPCI 61-101, 4.3). Provide recommendations and associated rationale to the government.

1.3.3.11 Prepare and staff annual Command J/ACTD package to AFSPC agencies for coordination, consolidate inputs and build command advocacy, and submit final AFSPC/CV-signed package to Air Staff.

1.3.3.12 Respond to HQ AFSPC requests for S&T related activities, providing topic research, evaluation and status updates. Provide recommendations and associated rationale to the government. (Twice a month activity, 1-2 day duration.)

1.3.3.13 Consolidate/summarize HQ AFSPC and SMC strategic planning guidance for presentation to industry through new Independent Research and Development (IRAD) process. Products include a fully staffed “S&T Guidance to Industry” report (based heavily on the S&T Guidance to AFRL) and one briefing per year, edited as needed. Provide recommendations and associated rationale to the government.

1.3.3.14 Support the command lead to plan and execute one yearly conference with industry to facilitate IRAD process. Effort includes all general administrative logistics, facilities scheduling and security arrangements. (Conference lasts 1 week, prep time is 1 week). Provide agendas, briefings, summarize key issues and provide recommendations to the government.

1.3.3.15 Review annually S&T guidance documentation and incorporate into biennial revisions of AFSPCI 61 series family of instructions. Coordinate draft with AFSPC and external agencies (1 per year).

1.3.3.16 Support the command S&T lead to develop, prepare and present 1-2 briefings on the S&T process to AF, DoD and external DoD agencies per month.

1.3.4 REQUIREMENT 4: REQUIRED Periodic Reports, Briefings and

Meetings; This effort represents approximately 10% of this requirement.

The contractor shall provide the following support to HQ AFSPC/A8X. The contractor shall conduct Program Management Reviews (PMRs) at the Space and Missile Systems Center, customer facility, or at the contractor’s facility. Participate in Task Management Reviews (TMRs), IPTs, or Technical Interchange Meetings (TIMS), and other working groups with government and contractor organizations 5-10 times a year. Prepare briefings, special technical reports or papers as requested to support reviews and meetings. Provide progress and status inputs. Provide general support for conferences and technical interchange meetings. This support includes planning, hosting, processing clearances and producing handouts (CDRL 0008, Presentation Material), (CDRL 0009, Report, Record of Meeting/Minutes) in support of requirements 1,2 and 3.

1.3.4.1 Kick-Off Meeting

The contractor shall conduct a “kick-off” meeting, at the contractor’s facility, not later than seven (7) business days after task order award. Minutes documenting the proceedings shall be prepared and delivered within six (6) days of the meeting. The Contractor shall present, as a minimum, the following at this meeting:

1.3.4.1.1. The contractor clarifying the requirements, schedules, phase-out, phase-in transition.

1.3.4.1.2. Contractor’s project management approach.

(CDRL 0009, Report, Record of Meeting/Minutes)

1.4 ADDITIONAL DELIVERABLES. (CDRL 0030).

2.0 SERVICE SUMMARY

3.0 GOVERNMENT FURNISHED PROPERTY AND SERVICES

The government will furnish up to 7 (seven) workspaces in the Hartinger Building on Peterson AFB and associated desks, chairs, computers connected to internet, use of telephones, copier and fax machines. Contractor shall furnish all sundry office supplies utilized for task efforts by their employees. Work will be accomplished at the government site. Periodic meetings and daily coordination and discussions may be conducted at a government site.

3.1 MATERIALS AND OTHER DIRECT COSTS (ODCs)

The contractor shall be authorized to purchase materials costing less than $500 with the coordination and approval of the Quality Assurance Evaluator. Any item exceeding this dollar threshold shall require approval from the Contracting Office prior to purchase.

4.0 SECURITY

Contractor shall provide personnel with clearances commensurate with the BASIC AWARD DD Form 254, DoD Contract Security Classification Specification. Seven (7) Sensitive Compartmented Information (SCI) billets are available.

4. 1 All tasks must be conducted in full compliance with DoD security regulations. Where necessary, the contractor shall conduct work within SCI Program Channels.

4. 2 All contractors must review and comply with the Security Classification Guide (SCG) for the project area they are assigned.

4. 3 Restricted Area Badges. All personnel requiring frequent entry to Peterson AFB and Schriever AFB shall be provided access in accordance with AFI 31-101, The Air Force Installation Security Program. Furthermore, access to other locations may be provided upon request for support of this contract and access to classified national security information may require Top Secret/SCI clearance.

4. 4 Access to classified national security information up to Top Secret/SCI is required.

5.1 ACCESS TO GOVERNMENT PROPERTY AND FACILITIES

The contractor will be allowed unescorted access to Building 1. Access to government facilities, documents, and systems shall be in accordance with the DD Form 254 in the original contract.

5.2 TRAVEL

Travel will be permitted as funding becomes available. Currently the customer is not expecting contractor travel. The customer will reimburse travel if or when it becomes a need.

5.3 PLACE OF PERFORMANCE.

Work will be accomplished at the contractor’s facility or at the government site. Majority of work, meetings and coordination shall be performed at the government facility unless directed otherwise by the government.

5.4 RODUCT OWNERSHIP.

All products produced by the contractor in the performance of this SOW are the property of the government.

5.5 SERVICES DURING CRISIS.

The performance of these services is non-mission essential during times of crisis. Should a crisis be declared, the Contracting Officer or their representative will verbally advise the contractor if temporary suspension of work is required, followed by a written notification. A representative of the contracting officer will further notify the contractor verbally when the crisis is ended, with written notification to follow. Any price change resulting from this crisis will be negotiated in accordance with FAR clauses for “Changes”.

ACRONYMS AND ABBREVIATIONS

A

A8/9

DIRECTORATE OF STRATEGIC PLANS,

PROGRAMS, ANALYSES, ASSESSMENTS AND LESSON LEARNED

A8I

INTERNATIONAL AFFAIRS

A8X

STRATEGIC PLANS

A8XK

MISSION OPERATIONS

A8XP

PLANS INTEGRATION

A8XS

STRATEGY, DOCTRINE & POLICY

A8XT

SCIENCE & TECHNOLOGY

AC2ISRC

AEROSPACE COMMAND AND CONTROL

INTELLIGENCE SUREVEILLANCE AND RECONNAISSANCE CENTER

AF

AIR FORCE

AFCIS

Air Force Capabilities Investment

Strategy

AFDC

AIR FORCE DOCTRINE CENTER

AFI

AIR FORCE INFORMATION

AFRL

AIR FORCE RESEARCH LABORATORY

AFSPC

AIR FORCE SPACE COMMAND

AFSPCI

AIR FORCE SPACE COMMAND

INSTRUCTION

APOM

AMENDED PROGRAM OBJECTIVE

MEMORANDUM

APPG

AIR FORCE PLANNING AND

PROGRAMMING GUIDANCE

ASIIS

AEROSPACE INTEGRATED

INVESTMENT SOFTWARE

B

BRAC

BASE REALIGNMENT AND CLOSURE

BFSA

BLUE FORCE SITUATIONAL AWARENESS

C

C2

COMMUNICATIONS, COMMAND &

CONTROL

C4ISR

COMMAND, CONTROL,COMMUNICATIONS

AND COMPUTERS, INTELLIGENCE, SURVEILLANCE AND RECONNAISSANCE

CAM

CENTRALIZED ASSET MANAGEMENT

CAT

CAPABILITIES ASSESSMENT TEAM

CAWG

CAPABILITIES ASSESSMENT WORKING

GROUP

CBRNE

CHEMICAL, BIOLOGICAL, RADIOLOGICAL,

NUCLEAR AND ENHANCED HIGH

EXPLOSIVE

CC

COMMANDER

CCIC2S

COMBATANT COMMANDERS

INTEGRATED COMMAND AND CONTROL

SYSTEM

CDRL

CONTRACT DATA REQUIREMENTS LIST

CONOPS

CONCEPT OF OPERATIONS

CRRA

CAPABILITY REVIEW AND RISK

ASSESSMENT

CS

COUNTERSPACE

CV

VICE COMMANDER

D

DARPA

DEFENSE ADVANCED RESEARCH

PROJECTS AGENCY

DMO-S

DISTRIBUTED MISSION OPERATIONS

SPACE

DPG

DEFENSE PLANNING GUIDANCE

DoD

DEPARTMENT OF DEFENSE

E

EM

ENVIRONMENTAL MONITORING

ESC

ELECTRONIC SYSTEMS CENTER

F

FAA

FUNCTIONAL AREA ANALYSIS

FE

FORCE ENHANCEMENT

FNA

FUNCTIONAL NEEDS ASSESSMENT

FSA

FUNCTIONAL SOLUTION ANALYSIS

G

GBR

GROUND BASE RADAR

GOSG

GENERAL OFFICER STEERING GROUP

H

HAF

HEADQUARTERS AIR FORCE

HQ

HEADQUARTERS

HQ ACC/A5N

HEADQUARTERS AIR COMBAT COMMAND

PLANS AND REQUIREMENTS

HQ AFSPC

HEADQUARTERS AIR FORCE SPACE

COMMAND

I

IAW

IN ACCORDANCE WITH

ICBM

INTERCONTINENTAL BALLISTIC MISSILE

ICD

INTEGRATED CAPABILITY DOCUMENT

I-CRRA

INTEGRATED-CAPABILITY REVIEW AND

RISK ASSESSMENT

IPP

INTEGRATED PLANNING PROCESS

IPT

Integrated Product Team

ISR

INTELLIGENCE, SURVEILLANCE AND

RECONNAISANCE

J

Reserved K

L

M

MAJCOM

MAJOR COMMAND

MAP

MISSION AREA PLAN

MAT

MISSION AREA TEAM

MC

MATERIAL COMMAND

MCL

MASTER CAPABILITY LIBRARY

MDA

MISSILE DEFENSE AGENCY

MM

MINUTEMAN

MS

MISSION SUPPORT

MSP

MISSION SUPPORT PLAN

MSR

MONTHLY STATUS REPORT

MST

MISSION SUPPORT TEAM

N

NASA

NATIONAL AERONAUTICS AND SPACE

ADMINISTRATION

NRO

NATIONAL RECONNAISSANCE OFFICE

NSSI

NATIONAL SECURITY SPACE INSTITUTE

NSSO

NATIONAL SECURITY SPACE

ORGANIZATION

O

ORD

OPERATIONAL REQUIREMENT

DOCUMENT

OSD

OFFICE OF THE SECRETARY OF

DEFENSE

P

PEM

PROGRAM ELEMENT MANAGER

PMR

PROGRAM MANAGEMENT REVIEW

PNT

POSITIONING, NAVIGATION AND TIMING

POC

POINT OF CONTACT

POM

PROGRAM OBJECTIVE MEMORANDUM

PPBE

PLANNING, PROGRAMMING, AND

BUDGETING EXECUTION

Q

QDR

Quadrennial Defense Review R

RAPIDS

RESOURCE ALLOCATION PROGRAMMING

INFORMATION DECISION SYSTEM

RAT

RISK ASSESSMENT TEAM

S

S&T

SCIENCE AND TECHNOLOGY

SAF

SECRETARY OF AIR FORCE

SATCOM

SATELLITE COMMUNICATIONS

SBIRS

SPACE-BASED INFRARED SYSTEM

SCI

SENSITIVE COMPARTMENTED

INFORMATION

SERB

SPACE EXPERIMENT REVIEW BOARD

SFA

SPACE FORCE APPLICATIONS

SFE

SPACE FORCE ENHANCEMENT

SI

SPECIAL INTELLIGENCE

SMC

SPACE AND MISSILE SYSTEMS CENTER

SME

SUBJECT MATTER EXPERT

SMP

STRATEGIC MASTER PLAN

SPDB

STRATEGIC PLANNING DATA BASE

SPO

SYSTEM PROGRAM OFFICE

SR

SPACE RADAR

SS

SPACE SUPPORT

STEDE

SPACE TRAINING, EDUCATION AND

EXERCISE

STRATCOM

STRATEGIC COMMAND

T

TIMS

TECHNICAL INTERCHANGE MEETINGS

TMR

TASK MANAGEMENT REVIEW

TS

TOP SECRET

U

US

UNITED STATES

USAF

UNITED STATES AIR FORCE

USNDS

UNITED STATES NUCLEAR DETONATION

DETECTION SYSTEM

USSTRATCOM

UNITED STATEST STRATEGIC COMMAND

V

W

X

Y

Z

-Page 16 of 16