The United States Space Force is establishing a new headquarters staff group, designated SF/S9, which will focus on force design and analysis. This new entity is designed to centralize oversight and guidance for several future-oriented organizations within the service, including the critical Space Warfighting Analysis Center (SWAC) and the office of the Chief Science Officer.
According to a March 31 memo obtained by Air & Space Forces Magazine, Chief of Space Operations (CSO) General Chance Saltzman stated that the SF/S9 staff group is scheduled for establishment on April 21. Its primary role will be to “support the CSO in execution of the statutory responsibility to serve as the Force Design Architect for Space for the Armed Forces.” This designation underscores the Space Force’s commitment to defining and shaping its future capabilities and operational posture.
General Saltzman’s memo outlines a comprehensive set of responsibilities for the SF/S9. These include, but are not limited to, forecasting the future operating environment for the U.S. Space Force, developing and validating service-level operational concepts and doctrine, integrating lessons learned from operations and exercises, developing and maintaining the Space Force’s overarching force design, and prioritizing the service’s science and technology (S&T) investments. The intent is to create a cohesive and forward-looking approach to space power development.
The initial report on this memo was published by Breaking Defense. A spokesperson for the Department of the Air Force (DAF) declined to provide further details, stating that the memo “speaks for itself,” indicating that the document provides sufficient clarity on the initiative.
The creation of the SF/S9 group aligns directly with General Saltzman’s previously articulated vision to establish a fourth Space Force field command. This command, initially conceptualized as a “Space Futures Command,” was intended to centralize forward-looking concepts and integrate the functions of the Space Warfighting Analysis Center with two proposed new centers: a Wargaming Center and a Concepts and Technology Center. This broader initiative was conceived as part of the Department of the Air Force’s “re-optimization” strategy, a comprehensive effort aimed at restructuring and streamlining Air Force and Space Force organizations, structures, and processes to more effectively counter emerging threats, particularly in the Indo-Pacific region.
However, the DAF’s re-optimization plan encountered delays last year due to transitions among senior leadership and as Air Force Secretary Frank Kendall’s priorities solidified. As a result, Secretary Kendall subsequently adjusted certain elements of the Air Force’s original plan. Notably, the Air Force abandoned the standup of its own Integrated Capabilities Command (ICC), which was intended to oversee requirements and capability development in a more holistic manner.
On April 1, the Air Force announced a revised approach, stating that it would absorb the responsibilities originally earmarked for the ICC directly into its headquarters, specifically within the Strategy, Design, and Requirements Directorate (A5/7). The service’s official statement explained this decision: “By consolidating the core functions of Integrated Capabilities Command (Provisional) directly into Headquarters Air Force, rather than establishing a separate major command, the Air Force streamlines capability development with force design refinement and requirements for force modernization.” This move reflected a preference for integration within existing structures over the creation of a new, separate command for the Air Force.
Despite these adjustments within the Air Force, General Saltzman has consistently indicated that the Space Force’s plans for a “futures-like command” were moving forward independently. While he mentioned in November that the name of the command would change from the initial “Space Futures Command,” he affirmed in December, during a joint briefing with Secretary Kendall, that the Space Force would retain all of the space-related elements of the re-optimization strategy, including the establishment of its new field command. Saltzman emphasized to reporters at the Spacepower Conference that, “We’re keeping all of it. Because it’s all just a natural part of the Space Force evolution since our inception.”
As recently as late February, General Saltzman informed reporters that the Air Force Secretary would make a final decision by summer regarding “exactly what establishment looks like” for the Space Force’s new command. He added that the service was diligently working through the final logistical details, including identifying a suitable headquarters location. During a February 24 roundtable at AFA’s Warfare Symposium, Saltzman underscored the methodical approach being taken: “We’ve taken a very deliberate approach to make sure we’ve got our mission analysis done.” He also highlighted Secretary Kendall’s commitment to the core functions of this new command, which include defining the objective force, forecasting the future operating environment, and managing all aspects of modeling and simulation for space operations.
The Space Force had initially hoped to have the structure of this new field command in place last year to assist in drafting its inaugural “objective force” document. This critical document is designed to detail the platforms, support systems, and organizational structure the service anticipates needing over the next 15 years. The new memo indicates that the SF/S9 will now assume a pivotal role in updating this long-term vision and crafting future iterations of the document, ensuring its continued relevance and strategic alignment.
Beyond its core leadership functions, the SF/S9 will oversee and integrate the efforts of several key organizations, ensuring a unified approach to space force design and analysis. These organizations include:
- Space Warfighting Analysis Center (SWAC): A crucial entity responsible for conducting in-depth analysis of space capabilities, threats, and operational concepts to inform future force development.
- Chief Science Officer: The principal advisor on scientific and technical matters, guiding research and development priorities for the Space Force.
- Space Security and Defense Program (SSDP): A collaborative effort between the Department of Defense and the intelligence community aimed at enhancing the resilience and security of national security space systems.
- Assigned and detailed personnel from Task Force Futures: A group focused on exploring future operational concepts and technological advancements.
- Space Delta 10: The Space Force’s dedicated organization for doctrine development, wargaming, and experimentation, crucial for testing and refining future strategies.
- Most of the Space Combat Power organizations within System Delta 89: These units are responsible for generating and presenting combat power in space, excluding specialized rapid acquisition branches like Space Safari and the Rapid Reaction branch.
- S9 Analysis Directorate: An internal directorate focused on providing analytical support and data-driven insights to the SF/S9 leadership.
Why This Matters
The establishment of the Space Force’s new SF/S9 headquarters staff group represents a significant step in the service’s ongoing evolution and maturation. This development is crucial for several reasons:
Strategic Imperative in Space: Space has become an increasingly contested domain, vital for national security, economic prosperity, and global communications. As adversaries develop counter-space capabilities, the U.S. Space Force’s ability to anticipate, innovate, and adapt is paramount. The SF/S9, as the “Force Design Architect,” is tasked with ensuring the Space Force remains technologically superior and operationally resilient in this rapidly changing environment.
Coherent Force Development: By centralizing functions like forecasting future operating environments, developing doctrine, prioritizing S&T, and integrating lessons learned, the SF/S9 aims to create a more coherent and unified approach to force development. This consolidation is intended to prevent stovepiping, enhance efficiency, and ensure that all new capabilities and strategies align with a singular, long-term vision for space power. The oversight of diverse organizations, from analysis centers to doctrine development units, signifies a deliberate effort to create a holistic and integrated capability pipeline.
Long-term Vision and Planning: The SF/S9’s role in developing and maintaining the “objective force” document is particularly critical. This 15-year blueprint provides a foundational framework for resource allocation, technology investment, and personnel development. A clear, continuously updated long-term vision is essential for a nascent service like the Space Force to effectively build its capabilities and prepare for future challenges, ensuring that today’s investments translate into tomorrow’s operational advantages.
Distinct Service Identity and Autonomy: The Space Force’s decision to proceed with its “futures-like command” despite the Air Force’s adjustments to its own re-optimization plan underscores its growing autonomy and distinct strategic focus. This move reinforces the Space Force’s identity as an independent service with unique requirements and a dedicated mission, rather than a mere extension of the Air Force. It signals a commitment to developing space-centric solutions and strategies that may differ from traditional airpower approaches.
Efficiency and Resource Optimization: In an era of competing budgetary demands, optimizing resource allocation is vital. The SF/S9’s mandate to prioritize S&T efforts and maintain a clear force design is intended to ensure that investments yield the most impactful capabilities. By streamlining the process of identifying needs, developing concepts, and fielding solutions, the Space Force aims to maximize its return on investment and avoid costly redundancies or misaligned projects.