The United States Space Force is steadily increasing its ownership of critical intelligence, surveillance, and reconnaissance (ISR) programs, a shift from initial partnerships where the National Reconnaissance Office (NRO) played a leading role. This evolving relationship, described as a “lesson in good government” by L. Roger Mason Jr., the nominee to lead the NRO, underscores the distinct yet collaborative roles of the two organizations in securing U.S. space dominance and providing vital intelligence.
Testifying before the Senate Armed Services Committee on July 14, Mason emphasized the robust coordination between the Space Force and the NRO, framing it as foundational for the nation’s strategic advantage in space. He articulated clear delineations of responsibility: “The Space Force’s are to organize, train, and equip; the NRO’s are to provide space based intelligence for the [intelligence community] as well as the warfighter.” Mason, a veteran executive in the space, intelligence, and defense sectors and a former Assistant Director of National Intelligence, offered no indication of support for merging the two entities, a concept previously floated by some Trump administration officials, nor was he directly questioned on the matter by senators.
For decades, the NRO has been the vanguard of developing “national technical means”—highly classified, strategic-level satellites and space-based sensors designed to gather intelligence on behalf of the broader intelligence community. However, rapid advancements in space technology, including cheaper launch capabilities and the proliferation of smaller satellite constellations, have paved the way for the Pentagon to increasingly task the Space Force with acquiring and managing operational and tactical intelligence assets. This transition aims to provide more immediate, granular data to commanders in the field, complementing the NRO’s strategic overhead capabilities.
This strategic realignment has manifested in key collaborative programs. One such initiative is Silent Barker, a constellation of three satellites launched in 2023, designed for wide-area surveillance of other objects in orbit. Another involves the NRO’s acquisition and launch of prototype “moving target indication” (MTI) satellites, which are used to track objects and activities on the ground. While the NRO spearheaded the initial development and deployment of these prototypes, the Space Force is slated to operate them alongside NRO personnel, signifying a shared operational commitment.
Mason highlighted the expediency and efficiency gained through this partnership. Regarding the ground MTI program, he stated, “that was a case where the department took some existing technology that was being developed by the NRO, and then instead of starting a brand new program, adapted that technology, which has been far cheaper, and we certainly got it on a lot quicker.” He added that Silent Barker followed a similar model, leveraging NRO’s strengths in spacecraft development and applying distinct resources from the Department of Defense and the national intelligence program to achieve “great effect.”
Despite praising these initial partnerships, Mason acknowledged that the relationship is fundamentally evolving, with the Space Force now taking the lead on subsequent iterations of these programs. He noted that the next phase of airborne moving target indication (AMTI) capabilities is “actually being procured by the Space Force.” Mason described this as “a good progression of good government decisions in terms of taking strengths and moving them into areas where they should be done by the military.” In May, the Space Force awarded a significant $4.2 billion contract to SpaceX for its AMTI program, signaling a clear shift towards Space Force-led acquisition.
Similarly, for future orbital surveillance satellites intended to succeed Silent Barker, known as SG-XX, the Space Force is pursuing its own acquisition strategy. Col. Brendan Hochstein, commander of Delta 89, confirmed this trajectory in December, stating, “The partnership with the NRO today is great and strong. We are working to fully transition that to the Space Force for the future acquisition.” This deliberate transition allows the Space Force to tailor systems more directly to military operational requirements and timelines.
This increased ownership by the Space Force could alleviate previous concerns among some experts who worried that the NRO and the intelligence community’s processes might not deliver tactical-level data quickly enough for military commanders engaged in active operations. It also serves to reinforce the distinct yet complementary missions of the two organizations: the NRO as the primary developer and operator of national intelligence assets, and the Space Force as the military service responsible for organizing, training, and equipping forces to operate in and through space.
The establishment of the Space Force in 2019 briefly sparked discussions about potentially integrating the NRO under its command. While this idea did not gain traction at the time, it re-emerged last year during the nomination process for Marc Berkowitz as Assistant Secretary of Defense for Space Policy. Berkowitz had previously advocated for a closer relationship between, and potentially even a merger of, the NRO and the Space Force. However, Mason’s testimony and the absence of related questions from lawmakers suggest there is currently little appetite in Congress for such a structural overhaul.
Also appearing before the Senate Armed Services Committee on July 14 was Erich D. Hernandez-Baquero, the nominee for Assistant Secretary of the Air Force for Space Acquisition and Integration. Hernandez-Baquero, an Air Force veteran and former Raytheon executive with NRO experience, indicated that his focus, if confirmed, would be on the comprehensive implementation of the Pentagon’s ongoing acquisition reforms. These reforms aim to streamline the procurement process by organizing acquisition efforts by mission area, granting officials greater authority within their portfolios, and encouraging the adoption of commercial technologies and digital tools to accelerate development and fielding.
Hernandez-Baquero expressed particular concern about the application of these reforms to legacy Space Force programs, which traditionally involve multi-year development cycles and significant budgetary outlays. He noted, “I’m mostly concerned about our legacy acquisitions that have been ongoing for a number of years, and if confirmed, one of the first things I’ll do is review the progress, what’s remaining to be done in those legacy acquisitions?” He added, “Those are the ones that are going to be encumbered the most because they weren’t born with the new digital engineering techniques. They weren’t born with the intent to integrate into these hybrid architectures. And so that would be the the area that I would be most concerned about.” This highlights the challenge of modernizing existing programs while simultaneously integrating new, agile acquisition strategies for future space capabilities.
Why This Matters
The evolving relationship between the Space Force and the National Reconnaissance Office is critical for several reasons, directly impacting U.S. national security, military operations, and the future of space capabilities.
First, this partnership is central to maintaining U.S. superiority in space. As space becomes an increasingly contested domain, the ability to collect, process, and disseminate intelligence from orbit is paramount. By leveraging the NRO’s deep expertise in satellite development and the Space Force’s military operational focus, the U.S. aims to field a robust and resilient constellation of ISR assets that can serve both strategic intelligence needs and tactical battlefield requirements.
Second, the Space Force’s increasing ownership of programs like AMTI and SG-XX signifies a strategic shift towards providing more timely and relevant intelligence directly to warfighters. Historically, national intelligence assets designed for strategic collection faced challenges in delivering tactical-level data quickly enough for dynamic military operations. By transitioning these capabilities to the Space Force, the Pentagon aims to streamline the intelligence-to-action cycle, enhancing commanders’ situational awareness and decision-making speed on the ground and in space.
Third, the “lesson in good government” highlighted by L. Roger Mason Jr. underscores a commitment to resource optimization and efficiency. By adapting existing NRO technologies rather than initiating entirely new programs, the U.S. can accelerate development, reduce costs, and avoid unnecessary duplication of effort. This approach is vital for ensuring taxpayer dollars are spent effectively, particularly as the demand for advanced space capabilities continues to grow.
Finally, the focus on acquisition reforms by Erich D. Hernandez-Baquero reflects a broader effort to modernize how the Pentagon acquires space systems. Integrating commercial technologies and digital engineering techniques is essential for keeping pace with rapid technological advancements and addressing emerging threats. Successfully implementing these reforms, especially for legacy programs, will determine the agility and responsiveness of future U.S. space operations, ensuring the nation remains at the forefront of space exploration and defense.