California Space Enterprise Strategic Plan 2010-2012

STR ATEGIC PL ANCalifornia Space Enterprise

2010-2012

Conceptual Site Plan for the California Space Center. For more information about the Center, see page 24.

Vision and Mission Statements

California Space Enterprise Stakeholder

V i s i o nCalifornia Space Enterprise: the global center of space —

inspiring and driving space innovation, infrastructure and technology

California Space Enterprise Collective

M i s s i o nThe mission of the collective California space enterprise is

to enable and to lead in space education, science, exploration, commerce, national security, space experiences and

space-based services for all.

A digital copy of this Plan is available here: http://www.californiaspaceauthority.org/images/pdfs/strat-plan-2010.pdf

2 California Space Enterprise Strategic Plan 2010-2012

1 Developed Supplier Transformation Initiative — Identified key success factors and necessary learning outcomes for global 21st Century supplier sustainability. Designed online supplier self-assessment and 4-module Supply Chain Management Course

2 Created “Innovation Driven Economic Development Model” and Implemented Model in Two Space-Strategic Regions — Created a template for regional innovation and demonstrated in Los Angeles County’s South Bay and Antelope Valley how the Model can support the Aerospace community

3 Demonstrated Successful Worker Transition from IT to Aerospace through “Software Engineering for Aerospace & Defense Applications” — Successfully transitioned 20 long-unemployed Silicon Valley software engineers from the IT industry to the Aerospace industry through creation of an aerospace/defense-related certification

4 Designed an Industry-Led Statewide Science, Technology, Engineering and Math (STEM) Collabora-tive Action Plan for California — Engaging executives from all four California educational systems, indus-try and informal science, achieved consensus on 10 recommendations for statewide STEM enhancement

5 Jump-Started Affordable U.S. Space Launches for University Payloads — Constructed prototype and manifested demonstration of the Naval Postgraduate School CubeSat Launcher, producing university/student guidelines for requesting access to EELV spacelift opportunities

6 Created Inventories of California Aerospace and Innovation Assets — Developed the California Aerospace Portal and the California Innovation Corridor Asset Portal on Connectory.com, providing space stakeholders access to some of the best technology and expertise in the State

7 Advanced the Development of the California Space Center — Completed the Federal and Environmen-tal process (NEPA) and obtained a Finding of No Significant Impact (FONSI) from the U.S. Air Force. Com-pleted negotiations with the Air Force Real Property Agency regarding the lease term sheet for a 50-year enhanced use lease. Financial support has been received from both the public and private sectors, including all 27 members of the California Space Authority Board of Directors, each of whom also joined the California Space Center Launch Team

8 Briefed Presidential Campaigns on California and U.S. Space — Developed whitepapers outlining key messages regarding U.S. and California space competitiveness and space issues. Presented to Presidential campaigns in advance of the 2008 election

9 Garnered Governor’s Support of California Aerospace — In a speech at the Mojave Air and Space Port, Governor Arnold Schwarzenegger vowed to keep California, the aerospace capital of the world, at #1. He promised to do everything in his power “to make sure that California remains the leader in aerospace innovation”

10 Developed “Virtual Classroom” Capability to Enable Real-World Learning — Built and demonstrated “Virtual Classroom” technology (VC) allowing remote capture and transfer of realtime voice, video and data over the internet. The VC enables hands-on learning in sophisticated real-world technical environments. Part of the NASA “Exploration Uplink” program, the VC has been demonstrated in classrooms both stateside and internationally

11 Conducted Successful NASA Regolith Excavation Centennial Challenge — California space garnered national attention for attracting 19 teams to the Regolith Excavation Centennial Challenge. The largest prize awarded to date in the Centennial Challenge program, $750,000, went to three successful Regolith Excava-tion competitors in 2009, advancing an important capability on the NASA technology wishlist

12 Developed New Relationship with French Aerospace Valley on Behalf of California Suppliers — Through one California trade mission and one trade mission to Toulouse, California suppliers were intro-duced to potential international space partners from the French Aerospace Valley

Key Implementation Achievements of Stakeholders: 2007-2010 California Space Enterprise Strategic Plan

California Space Enterprise Strategic Plan 2010-2012 3California Space Enterprise Strategic Plan 2010-2012 3

Executive Summary

California space enterprise represents a 22 percent share of the $174 billion global space market, and 46 percent of the U.S. space market. It provides 87,000 jobs and has a $93 billion economic impact, as well as an employment impact of 450,000. Space enterprise helps enrich our lives and provides safety and security.

Space technology benefits everything from global news gathering to international sports and weather reporting to food production, energy and fleet management to urban planning. Navigation through Global Positioning Satellites (GPS), satellite-enabled internet and cell phones are all now in use by tens of millions of people every day. We pay at the pump or order prescriptions while on vacation through satellite data transfer. Through space-based assets, we conduct web-based interactive meetings, receive a remote diagnosis from a distant specialist, educate children in rural areas and obtain online degrees. Environmental and climate monitoring from earth-observing satellites support environmental efforts such as air pollution control. On the safety and security front, first responders locate emergencies more quickly and monitor devastation from space. Our military, national defense and homeland security all depend upon space-based assets to save lives and disable our enemies. The excitement and mystery of the universe, and humankind’s place within it, are all explored through space enterprise.

The California Space Enterprise Strategic Plan 2010-2012 (Plan) was developed collaboratively by approximately 200 California senior-level and executive space stakeholders from approximately 100 industry, government, academia and nonprofit organizations. Its develop-ment was facilitated by the California Space Authority (CSA), “trustee” of California space enterprise strategic planning.

The Space Enterprise Advisory Council (SEAC) convened by CSA was comprised of CSA Board appointees charged with overseeing the development and implementation of the new Plan. The consensus-based strategic planning approach in development of the Plan was iterative. It involved research and analysis as well as inputs/feedback generated from presentations and dialogue in meetings, tele-conferences and webinars.

A new strategy for implementing the Plan is designed to be more open and flexible to better align with today’s workplace challenges and accelerated pace of change. Implementation stakeholders will have numerous “on and off” ramps for engaging. Tracking will make use of a web 2.0 platform for project management.

The environmental assessment completed as part of Plan development identified numerous opportunities for California space enterprise. The new Administration looks favorably on science and technology and California’s NASA sites stand to benefit. The commercial space landscape is promising, with new applications discovered every day. California’s national security space stakeholders and assets are well positioned, despite the flat budgets expected for this area. Space systems providers, many of whom are in California, anticipate a grow-ing need for space systems and services over the next decade. But times are challenging. Federal and state budgets have never been under more duress; regulations and the cost of doing business are increasing; the access to venture capital and credit has declined; the industrial base is more fragile than ever before; suppliers are struggling and times are still too uncertain for many businesses to expand. Export licensing controls are still inhibiting international cooperation and global competition. Up to 50 percent of the space workforce is eligible for retirement, and currently there do not exist enough qualified engineers and technicians to replace them.

California space enterprise continues to enjoy strong market share and robust space-related assets (R&D and other infrastructure, skilled workforce, etc.). But global competition from an ever-growing field of players – now Iran, Brazil and Mexico as well as Europe, Russia, the Ukraine, Japan, China and India – coupled with the challenges and costs of doing business in California will no doubt have impacts.

To present a fuller picture of the space enterprise environment over the next few years, it is necessary to consider the impacts of NewSpace (an emerging sector of space featuring new space applications, new players, new customers) and Space Tourism, a now feasible aspect of NewSpace. Enhancing research and development investment in California institutions can positively influence new technologies. Continuing the progress in science and math on the educational front resulting from the development of the Science, Technology, Engineering and Math Collaborative Action Plan (STEM CAP), an objective in a previous strategic plan, and the development of the California Space Center can shed some light on an otherwise bleak workforce development landscape.

A digital copy of this Plan is available here: http://www.californiaspaceauthority.org/images/pdfs/strat-plan-2010.pdf

Five critical issues form the foundation for the 2010-2012 Plan. Goals and key strategies to address these issues comprise the body of the Plan:

Need for a Compelling, Comprehensive, Statewide, Broad-Based, Collaborative Communications Strategy to Address Weak Public Appreciation and Policymaker Support for California Space Enterprise

Goal: Build a passionate, broad-based, diverse coalition comprised of the general public as well as policymaker champions that support and enthusiastically advocate for California space enterprise

1. Establish and empower a Space Communications Roundtable – a body of industry (large corporations and suppliers), NewSpace, govern-ment and nonprofit California space stakeholders – to coordinate California space enterprise messaging, provide common foundational communications tools, and to leverage synergies of media, public relations activities and public/policymaker education efforts from across the enterprise

2. Enhance California Space Week in Washington D.C., California Space Day in Sacramento

3. Orient new and/or pivotal State/Federal policymakers

4. Assure ongoing high-visibility of space enterprise with regional/State and Federal policymakers in space-strategic areas


Executive Summary (continued)

5. Monitor stakeholder priorities and concerns, advocating strongly in support of California space enterprise as well as support for business and space-friendly policies; advocating strongly against job or enterprise-threatening policymaker initiatives

6. Launch the California Space Center (CSC) with a strong virtual presence and a high-profile groundbreaking

Growing California/U.S. Competitiveness in a Challenging Business/Economic Climate

Goal: Grow California’s share of U.S. and global space markets and increase California’s percentage share of U.S. government space investment

7. Provide greater business-to-business opportunities to California space enterprise

8. Provide previews of coming government, other opportunities

9. Provide “matchmaking opportunities” for strategic introductions of primes and potential contractors of interest to them

10. Open doors for California space enterprise stakeholders to exploit international aerospace business opportunities

11. Connect California space entrepreneurs and small business with innovation funding opportunities

12. Leverage advocacy efforts and existing programs/partners to support California space enterprise in becoming more competitive

Sustaining and Strengthening the California Space Industrial Base, Cornerstone of U.S. Global Space Leadership

Goal: Reinvigorate California’s diverse, quality-driven, world-class space-related industrial base in support of U.S. global lead-ership

13. Implement a redesigned and re-invigorated supplier initiative to address U.S. global competitiveness and reflect current priorities of corporate and government primes and suppliers

14. Use an annual supplier network forum to bring together primes, suppliers, government and supply chain/network stakeholders for thought-leadership on key industrial base and supplier concerns

15. Seek suppliers to address critical U.S. supplier gaps, thus assuring health of entire California industrial base

16. Promote supplier training opportunities, foster lifelong learning within supplier community to assure sustainability of California space suppliers in an ever-changing global marketplace

17. Develop infrastructure support program for suppliers faced with high-investment new customer equipment/facility demands

18. Ensure elected policymaker understanding of the criticality of the U.S. industrial base and the need to bolster the supplier network nationwide

The Planning Challenges and Investment Risk of Today’s Fast-Changing Environment for Space Companies, Small Business and Entrepreneurs with No Access to Technology Priorities of Key Government and Commercial Customers

Goal: Provide California space companies, small business and entrepreneurs with tools to mitigate risk, build agility and assist in technology planning to assure survivability and competitive advantage, despite today’s uncertain and fast-changing environ-ment

19. Develop and promote resources offering training to help space enterprise survive and thrive

20. Leverage critical space enterprise supplier gaps identified in 21.1 to provide diverse opportunities to companies, small business and entrepreneurs potentially facing program or mission cancellation, policy shifts or significant budget cuts

21. Seek available but difficult-to-find “intel” regarding mid- to long-term technology priorities and technology roadmaps of large-scale commercial and government programs as a foundation for more strategic business and time investment

22. Improve investment risk/planning challenges through strategic advocacy

Attracting and Retaining an Appropriately Trained 21st Century Space Workforce

Goal: Attract and retain an appropriately trained 21st Century workforce

23. Leverage existing California STEM degree programs to support space enterprise recruitment of appropriate space enterprise professionals

24. Recruit more space enterprise technicians, leverage advocacy efforts, exploit outreach opportunities and build and/or support high-quality space enterprise-related programs aligned with Career Technical Education or incumbent worker training

25. Identify, celebrate and build upon existing space enterprise high school and elementary programs

26. Collaborate within the space community on space enterprise education, enrichment, recruitment and retention

27. Leverage development of the California Space Center (CSC) to build space career awareness among students, parents, educators and the general public

California Space Enterprise Strategic Plan 2010-2012 5

2010-2012 California Space Enterprise

California Space Authority

Project Team Andrea Seastrand Executive Director

Janice Dunn Deputy Director

Jamie Foster Chief Operations Officer

Eric Daniels Director, State & Local Government Relations

Elizabeth Burkhead Director,

Membership & Events

Dan Futoran Marketing and Technical

Support Manager

Project LeadVictoria Conner

Principal, Strategic Vitality LLC

STR ATEGIC PL ANContentsVision and Mission Statements ...................................................................... 1

Key Implementation Achievements of Stakeholders: 2007-2010 California Space Enterprise Strategic Plan ....................... 2

Executive Summary ........................................................................................... 3

Space: At Your Service ....................................................................................... 6

California’s Key Space-Related Assets .......................................................... 9

CSA Board Chairman’s Message .................................................................... 10

California Space Authority 2010 Board of Directors .............................. 11

Space Enterprise Advisory Council Message ............................................ 12

Space Enterprise Advisory Council (SEAC) ................................................. 13

CSA Executive Director’s Message ................................................................ 14

Plan Development Methodology ................................................................ 15

Environmental Assessment ........................................................................... 16

California Space Enterprise Economic Impact ......................................... 18

Stakeholder PerspectivesNewSpace ...................................................................................................... 20Space Tourism .............................................................................................. 21Research and Development ...................................................................... 22

Highlights of National Space Policy ........................................................... 23

California Space Center .................................................................................. 24

Critical IssuesComprehensive Communications Strategy .......................................... 26

Legislative/Policy Issues for Consideration .......................................... 30Growing California and U.S. Competitiveness ..................................... 31Strengthening the Space Industrial Base .............................................. 34Planning and Investment Risk Mitigation ............................................. 37Attraction and Retention of 21st Century Space Workforce .............. 39

Thirty Years in Space: Tribute to the Space Shuttle! .............................. 42

Space Enterprise Strategic Plan 2010-2012 Participants .................... 44

Implementation of the 2010-2012 Strategic Plan ................................. 48


Space: At Your Service

Roadway PlanningWhen you need to get the “big picture”, nothing beats a view from space. Images from satellites are used to properly plan highway and road locations and manage traffic flows. Additionally, satellites are used to track cargo world-wide on land, sea, and air for management purposes, security, and infrastruc-ture planning

NavigationThere is practically no navigation system on the globe in any form of trans-portation that doesn’t depend on Global Positioning Satellites (GPS) orbiting the Earth. From finding the nearest Starbucks to planning a cross-country trip, everyone uses GPS-based navigational tools to get there efficiently.

Boldly Exploring the UniverseDon’t miss an opportunity to see the IMAX film “Hubble 3D.” Sit in wonder of what the space programs have accomplished, and in awe of the universe that space-based observatories are revealing. Robotic missions, manned mis-sions, planetary fly-bys, and astrobiology all provide unprecedented data for scientists and artists – and all humanity – learning about “what’s out there.” A huge side benefit to all this is the development of technology that has infused untold energy into our economy.

Soldier Safety and EfficiencyFrom the collection of intelligence data to GPS-guided precision munitions, today’s American soldier relies on information gathered from space and trans-mitted to the ground. This information is critical for situational awareness and pinpointed operational focus. Space assets are also used to gather informa-tion and link databases across the globe for national security and homeland security purposes.

Hubble Captures Spectacular “Landscape” in the Carina Nebula Credit: NASA, ESA, and M. Livio and the Hubble 20th Anniversary Team (STScI)


Fire FightingSpace-based images and space-based communications networks give emer-gency responders the upper hand attacking forest fires and other natural disasters around the country. Other similar applications include flood and storm watches, disaster planning and management, public safety, crime con-trol, and urban planning. From local jurisdictions all the way through to national organizations, all benefit from space-based data and communications.

Linking Classrooms and SchoolsSpace-based communications provide a backbone for distance learning, satellite-linked classrooms and schools, and “real-time” participatory global science studies.

InternetFor the largest part of the world that is not wired, satellite internet connectivity is the only option. Services in this area also include videoconferencing, digital voice and FAX, high speed data transfer, and networking in space.

Environment and Climate MonitoringIt’s from earth-observing satellites in space that much of our weather and climate data come - used to develop everything from the daily weather report on the local news to global climate patterns. In an even bigger picture, environmental monitoring includes data and support for reforestation efforts, watershed and vegetation management, river and stream control, and air pol-lution management.




Getting the Best Medical HelpWhen you and your baby’s heart problem are across the country from the best medical specialist, space-based telemedicine is a lifesaver. Other services include distance diagnosis, bringing medical services to rural areas, and teaching and professional development.

Satellite TV and RadioSatellite TV broadcasters have brought a whole new world, and a whole lot of competition, to the world of television providers. And let’s not forget space-based digital audio radio, in-flight entertainment, as well as news and sports from around the world when it happens.

Energy ManagementParticularly in rural areas, meter reading from space can be a highly efficient means of data collection for utility companies. Oil pipelines can be planned, constructed, and managed productively using space assets. Prospecting is greatly aided by “eyes in space”.

Food ProductionImagery and data available from space assets have added an entirely new dimension to efficient and productive farming. Benefits include exacting con-trol of rows in the fields to proper dosing of water, nutrients and pesticides on a crop and the reduction of costs and environmental impacts. Even herds can be managed using space-based services.

Credit: OARnet, www.oar.net


Space Asset Snapshot Description California Location

California Space Enterprise Companies/Suppliers

The California space enterprise community provides end-to-end space capabilities. California suppliers represent over 50% of U.S. aerospace industrial base www.californiaspaceauthority.org

Throughout California

California NASA Sites California’s three key NASA sites are uniquely positioned to support NASA’s Space Exploration Initiative

NASA Ames Research Center

4000 researchers. Supercomputing, networking, intelligent systems, advanced IT. Astrobiology. Small satellites. Silicon Valley partnerships. Developing NASA Ames Research Park.

NASA Dryden Flight Research Center

State-of-the-art flight research organization. Validation and test: pioneering aerospace technology, space exploration concepts, conduct of science mission observations. At Edwards AFB.

Jet Propulsion Laboratory

Lead U.S. center for robotic exploration of solar system

Mountain View

Mojave

Pasadena

Los Angeles Air Force Base/Space and Missile Systems Center

Responsible for acquisition and development of systems and technologies supporting national space initiatives. Launch, space situational awareness and GPS services for national security and commercial users.

Los Angeles

Vandenberg Air Force Base Site of new U.S. Strategic Command Joint Functional Component Command (JFCC) for Space, single joint global nexus for Department of Defense space operations. Nation’s premier polar spacelift site.

Central Coast

Edwards Air Force Base USAF premier Air Force Flight Test Center. Air Force Research Lab’s Propulsion Directorate and rocket test stands, having tested all major space engines since the ’50s.

Antelope Valley

Space & Naval Warfare Systems Center U.S. Navy’s research, development, test and evaluation, engineering and fleet support center for command, control, communication and ocean surveillance. Navy satcom acquisition/program management for DOD.

San Diego

Space Systems and Systems Engineering Expertise

California ejoys 22% of the world’s space market and 46% of the U.S. space market. With 60+ years of space expertise, California design, system engineering and mission experience is unequalled.


Research, Development, Test and Evaluation (RDT&E)

California leads the world in the scope and breadth of its RDT&E resources and experience. With approximately 50 federal labs, three NASA sites, numerous private-sector R&D facilities, university research assets, plus huge test sites, ranges and flight corridors, state has greatest concentration of RDT&E capability in the world.


Satellite Operations Experience Command and control of U.S. military satellites and worldwide tracking stations, operation of NASA’s Deep Space Network and commercial satellite ops make California a key asset in this domain.


Commercial Space Services California innovation, entrepreneurial spirit and west coast market savvy jump-started commercial navigation applications, remote sensing data usage, direct-to-home television and now promise to play a key role in space tourism development.


World-Class Universities University of California boasts 10 campuses, three federal labs, key innovation Institutes (bio, telcom, IT, nano) and more award-winning researchers than any institution on the planet. California State University system, with 24 campuses, graduates more engineers than any other educational system in the world. Key private universities (Stanford, Caltech, University of Southern California) attract global attention for their research.


Commercial Spacelift Services California currently boasts three commercially-oriented spacelift service areas ranging from satellite placement to space tourism support: the Mojave Air and Space Port, Sea Launch, and SSI at Vandenberg AFB.

Mojave Air and Space Port, Long Beach, and Vandenberg AFB

California’s Key Space-Related Assets


CSA Board Chairman’s MessageCalifornia space enterprise represents 46% of U.S. space enterprise and 22% of the global space market, and those of us representing California space enterprise recognize the im-portance of our Board roles as “trustees” of California space enterprise strategic planning. We also recognize the valuable role that California space enterprise strategic planning and the participating stakeholders play in providing thought leadership in support of both U.S. and global space enterprise.

The breadth, scope and diversity of California space enterprise make California one of the few locations in the world boasting end-to-end space capabilities. California space enterprise comprises arguably the greatest concentration of space expertise in the world, in numerous domains. With a robust commercial, civil and national defense/homeland security presence, California benefits from the pioneering and provision of new space services and applications, as well as space-related support activities in space operations, spacelift, ground systems, integration and assembly, manufacturing, engineering and de-sign. Space-related jobs in supplier companies number in the thousands (see economic and job impact, page 18).

California’s proud history of pioneering space technology is matched only by the exciting space innovations resident in California space enterprise today. From government space agencies to prime contractors, from the statewide space supplier network and space ser-vices community to the creative entrepreneurs constantly challenging the status quo, California space enterprise drives space technology development. It is this technology development that enables the new space services, space exploration and space experi-ences that inspire and invigorate our lives.

Thank you to all who participated in developing the California Space Enterprise Strate-gic Plan 2010-2012. Special appreciation goes to Tom Taverney and Len Kwiatkowski, our Space Enterprise Advisory Council chairmen, and to CSA Executive Director Andrea Seas-trand and her team for facilitating the process.

The California Space Authority serves as the “Trustee” of California space enterprise strategic planning, facilitating the development and implementation of periodic state-wide strategic plans for the space enterprise community. Governed by a statewide board of directors, the California Space Authority (CSA) is a nonprofit corporation representing the interests of California’s diverse space enterprise community in all three domains: commercial, civil and national defense/homeland security. Working closely with the State of California, CSA partners with industry, government, work-force entities and academia to facilitate statewide space enterprise development.

CHRIS HoEBERSenior Vice President

Program Management/ Systems Engineering Space Systems/Loral


California Space Authority 2010 Board of Directors

Officers

Christopher Hoeber – Senior Vice President, Program Management and Systems Engineering, Space Systems/Loral

James McGlothlin –Chief Executive Officer, Quintron Systems

Julie Sattler – Vice President/General Manager. Special Programs, Lockheed Martin Space Systems Company

Laurel Shockley – Project Manager, Economic and Business Development, Southern California Edison

Gwynne Shotwell – President, SpaceX (Space Exploration Technologies Corporation)

Michael Gallo – President/Chief Executive Officer, Kelly Space & Technology

Celeste Ford – Chief Executive Officer, Stellar Solutions

Liaisons to the Board

Col. Richard Boltz – Commander, 30th Space Wing and Western Range, Air Force Space Command, Vandenberg Air Force Base

Col. Jerry L. Gandy – Commander, 95th Air Base Wing, Edwards AFB

Gary L. Martin – Director, New Ventures and Communications Directorate, NASA Ames Research Center

J. Campbell Martin – External Affairs Officer, NASA Dryden Flight Research Center

Clifton Phillips, Ph.D., P.E. – Assistant Program Executive Officer, Engineering, Space and Naval Warfare Systems Command (SPAWAR)

Lt. Gen. John T. (“Tom”) Sheridan – Commander, Space and Missile Systems Center, Air Force Space Command, Los Angeles Air Force Base

Lt. Gen. Eugene L. Tattini, USAF (Ret.) – Deputy Director, Jet Propulsion Laboratory (JPL)

Board Members

Dr. Peter Banks – Chair, Board of Trustees Universities Space Research Association (USRA)

Tim Bennett – Business Representative I.B.E.W. Local Union No. 413

James Boyle – Director, Delta IV Launch Site, United Launch Alliance (ULA)

Greg Burner – Vice President/Chief Information Officer, Wyle

Corby Clark – Vice President, Business Operations, United Paradyne Corporation

John Daegele – Sector Vice President, Northrop Grumman Aerospace Systems Engineering, Integration & Test

Trevor Foster – Vice President of Technology, Empirical Systems Aerospace, LLC

Randall Garber – Vice President/Partner, A.T. Kearney

Hany Girgis – Chief Executive Officer, SGIS

Allen Hoffman – Site Manager, Engineering, Operations & Technology, The Boeing Company

Alan Jones – Vice President/General Manager, ATK Space Systems

Wayne Kauffman – Director, Los Angeles Corporate Business Development, Raytheon

James Long – Executive Director, Business Development, Aerojet

Diane Murphy – Consultant

Mohammad Noori, Ph.D. – Professor, Mechanical Engineering Department, California Polytechnic State University

Stephen O’Neill – President, Boeing Satellite Systems International, The Boeing Company

Michael Pitts – Commercial Banker, Vice President Santa Barbara Bank & Trust

Mark Sirangelo – Executive Vice President, Chairman, Sierra Nevada Corporation Space Systems

Thomas Taverney – Senior Vice President, Space Systems Development, Science Applications International Corporation (SAIC)

Dan White – President, COMDEV USA


Space Enterprise Advisory Council MessageThe Space Enterprise Advisory Council (SEAC) serves as the oversight entity for California space enterprise strategic planning on behalf of the California Space Authority Board of Directors. As chairman of the SEAC, my very first words must be “thank you”. Thank you to the hundreds of California space enterprise stakeholders who came to the table from February of 2009 – July of 2010 to assist in the development of the California Space Enter-prise Strategic Plan 2010-2012.

I would also like to provide a special thank you to my former SEAC co-chairman Len Kwiatkowski on behalf of CSA, the State of Cali-fornia, the Aerospace industry, and the country for his many years of dedicated service to the nation as an Air Force officer, an indus-try executive, and a person who cared about the nation, the state, and donating his time to the future. Len represented Lockheed Martin Space Systems on the SEAC from 2004-2009, and his wis-dom, insights, and clear focus and direction has helped California space enterprise strategic planning move forward in a positive direction. Thank you also to the CSA strategic planning project team, and especially to CSA Executive Director Andrea Seastrand, without whose vision and energy this plan would not have come to pass, and to Jamie Foster, who shepherds the participants, and mothers the Plan to completion each and every time.

These turbulent and fast-changing times present enormous challenges for strategic planning. But the unique, collaborative strategic planning approach CSA launched in 1998 and refined over the past decade en-sures that many of California’s best minds have contributed experience, insights and ex-pertise in regard to the support of California space enterprise over 2010-2012.

The California Space Enterprise Strategic Plan 2010-2012, while facilitated by CSA, is a state-wide, space enterprise stakeholder strategic plan. This means it is meant to be imple-mented by all of us, collectively. I encourage each and every organization to review the goals and objectives in the Plan and contribute to our collective implementation success. In other words, let’s roll!

THoMAS TAVERNEYSenior Vice President

Space Operations Science Applications

International Corporation (SAIC)

lEN KwIATKowSKI

Brig. Gen., USAF (Ret.) Former VP/GM

Military Space Programs Lockheed Martin Space

Systems Company

SEAC members await turn to vote on priority critical issues

Candidate critical issues were devel-oped by stakeholders over a period of several months. The SEAC determined the five most consequential issues and these became the basis for the Plan’s goals and objectives.


Space Enterprise Advisory Council (SEAC)Joseph Ahn, Manager, Division Public Affairs, Northrop Grumman Corporation, Los AngelesEdward Alexander, Corporate Lead Executive, Space & Missile Systems, Northrop Grumman Corporation, Redondo BeachKathleen Allen, Professor, Clinical Entrepreneurship, Marshall School of Business, University of Southern California, Los AngelesEdward Avila, Sr. Engineering Manager, Space Launch Command and Control, Lockheed Martin Corporation, Santa MariaGlenn Barney, Vice President, Business Development, COM DEV USA, El SegundoTim Bennett, Business Representative, Int’l Brotherhood of Electrical Workers, IBEW Local Union 413, BuelltonEric Besnard, Professor, Mechanical & Aerospace Engineering, California State University Long Beach, Long BeachJames Boyle, Delta IV Launch Site Director, Vandenberg Launch Sites, United Launch Alliance (ULA), Vandenberg AFBJohn Buzzatto, Director of Space Systems Chief Engineer, Scitor Corporation, El SegundoGreg Caresio, Chief of Program Requirements, 30th Space Wing/XPR U.S. Air Force, Vandenberg AFBSharon Clark, Director, HR Training and Organizational Development, Aerojet/GenCorp, SacramentoCorby Clark, Vice President, Business Operations, United Paradyne Corporation, Santa MariaVictoria Conner, Principal, Strategic Vitality LLC, Santa MariaLeslie DeLong, Associate Systems Director, Compliance Directorat Commercial International & Homeland Security Program, The Aerospace Corporation, Los AngelesJo Marie Diamond, Vice President, Connectory.com, East County Economic Development Council, El CajonDerek Elder, Account Manager, SGIS, PasadenaMatt Everingham, Mountain ViewJamie Foster, Chief Operations Officer, California Space Authority, Santa MariaMichael Gallo, President/Chief Executive Officer, Kelly Space & Technology Incorporated, San BernardinoBeverly Girten, Deputy Director, Strategic Management Division NASA Ames Research Center, Mountain ViewAndrew Green, Vice President, A. T. Kearney Incorporated, San FranciscoCol. Paul R. Hardy, Commander, 95th Communications Group, Edwards Air Force BaseRay Haynes, Director, STEM Integration, DaVinci Charter Schools, Holly GlennAllen Hoffman, Site Manager, Edwards Air Force Base/NASA Dryden, The Boeing Company, Edwards AFBKellie Johnson, President, ACE Clearwater Enterprises, TorranceRay Johnson, Vice President, Space Launch Operations, The Aerospace Corporation, Los AngelesChris Kalivas, Director, Western Region Operations, Pratt & Whitney Rocketdyne, WestminsterWayne Kauffman, Director, Los Angeles Office, LA Corporate Business Development Raytheon Company, El SegundoEloisa Klementich, Assistant Deputy Secretary, Business Transportation & Housing Agency, SacramentoJim Long, Executive Director, Business Development, Aerojet/GenCorp, SacramentoGordon Maccani, Chief Executive Officer, Digital Telecommunications Corporation, Van NuysJ. Campbell Martin, External Affairs Director, Dryden Flight Research Center, National Aeronautics & Space Administration (NASA), Edwards AFBJames McGlothlin, Chief Executive Officer, Quintron Systems Inc., Santa MariaGeorge Melamed, Chief Executive Officer, UDASH Incorporated, Simi ValleyDiane Murphy, President, X PRIZE Foundation, Manhattan BeachRichard O’Toole, Executive Manager, Office of Legislative Affairs, California Institute of Technology, Jet Propulsion Laboratory (JPL), PasadenaDenise Parker, Manager, Business Development, Economic Development Services, Southern California Edison, IrvineRobert Peckham, Director, Business Development, The Boeing Company, El SegundoClifton Phillips, Assistant Program Executive Officer, Engineering, Space and Naval Warfare Systems Command, San DiegoRick Pierce, Senior Systems Engineer, Stellar Solutions Incorporated, Palo AltoJim Pinyan, Senior Director, Business Development Test Engineering and Research Group, Wyle, El SegundoMichael Pitts, Commercial Banker, Vice President, Santa Barbara Bank & Trust, Santa MariaWilliam Pomerantz, Senior Director Space Prizes, X Prize Foundation, Playa VistaRobert Recker, President/Chief Executive Officer, Aequus Holdings LLC, OrindaBob Rice, Director of Operations, East Kern Airport District, Mojave Air & Space Port, MojaveAnnette Rodrigues, Government Relations Manager, Space Systems Company Lockheed Martin Corporation, SunnyvaleStanley Rosen, Consultant, Los AngelesIvan Rosenberg, President and Chief Executive Officer, Frontier Associates Incorporated, Valley VillageEdward Salem, Chancellor, Space and Missiles Systems Center (SMC), CypressRoz Samia, Account Manager, Aerospace & Defense Group, California Manufacturing Technology Consulting, TorranceAndrea Seastrand, Executive Director, California Space Authority Incorporated, Santa MariaCharlie Shaeffer, Director, Design and Analysis, Aerojet, SacramentoLaurel Shockley, Project Manager, Economic & Business Development, Southern California Edison Company, ValenciaFrank Slazer, Business Development, Northrop Grumman Corporation, Seal BeachJohn Spencer, Founder and President, Space Tourism Society, Los AngelesLewis Stanton, Managing Partner, Stanton Associates LLC, Studio CityDavid Sutton, Business Development Director, Navigation Systems, L-3 Interstate Electronics Corporation, AnaheimThomas Taverney, Sr. Vice President, Space Systems Development, Science Applications International Corp. (SAIC), Seal BeachJudy Turner, Economic & Business Development, Collaborative Solutions, La CrescentaDana Walker, , Fox Law Group, Sherman OaksDaniel Walsh, Associate Dean, College of Engineering, California Polytechnic State University SLO, San Luis ObispoMarvin Weg, Vice President, EELV, Space Exploration Technologies, HawthorneScott Williamson, Vice President, Program Dev/General Counsel, Universities Space Research Association (USRA), ColumbiaStuart Witt, Airport Manager, East Kern Airport District, Mojave Air and Space Port, MojaveJay Witzling, Witzling & Associates, IrvineDavid Zabalaoui, Director, Business Development Operations, Space Systems Division, Northrop Grumman Aerospace Systems, Redondo Beach


CSA Executive Director’s MessageIt has now been over twelve years that the California Space Authority has served as the fa-cilitator for the development and implementation of the California Space Enterprise Strate-gic Plan. The collaborative successes of the 2007-2010 California Space Enterprise Strategic Plan are described on page 2. The California Space Authority thanks the hundreds of indi-viduals and organizations that engaged in implementation of the last plan and welcomes their involvement in the new joint implementation effort around the 2010-2012 Plan.

I would also like to thank the many stakeholders and others who supported develop-ment of this new plan, especially those who contributed their unique insights through features or special sections of the Plan.

A.T. Kearney generously offered to produce new data around the economic and job im-pact of the California space industry and moved up its timeline to produce the informa-tion for the industry by several months! (See pages 18 and 19.) The California Council on Science & Technology shared its insights (page 22) about California R&D investment. The promise of “NewSpace” (page 20) and the excitement of space tourism (page 21) were described by Rick Tumlinson, co-founder of the Space Frontier Foundation and John Spencer, Founder of the Space Tourism Society, respectively. The environmental assess-ment insights and inputs provided by our space stakeholders during the initial part of the plan development were aptly captured for us by CSA past board chairman Dr. Stan Rosen.

The successful development of a new strategic plan always involves the support of key staff members, and I would like to thank CSA COO Jamie Foster as staff lead for helping to guide the process, as well as Deputy Director Janice Dunn and State and Local Govern-ment Relations Director Eric Daniels for their support. Recognition is also due Elizabeth Burkhead, who supported event planning for all of the plan-related activities.

Many thanks as well to Victoria Conner of Strategic Vitality LLC, lead consultant, for her efforts over these past twelve years to engage and inspire space stakeholders statewide in the support of our collective efforts.

Our expressions of appreciation would not be complete without recognition of the thought leadership role played by the CSA Board of Directors, chaired currently by Chris Hoeber of Space Systems/Loral and of the Space Enterprise Advisory Council and its chair-man Tav Taverney of SAIC, who has served tirelessly for six years. Their insights and inputs will light the path we travel for the next several years.

THE HoNoRABlE ANDREA SEASTRAND

Executive Director California Space Authority

Definition of Space Enterprise:Activities that involve

sub-orbital, orbital, lunar,

planetary, or deep space

systems, operations,

or related services,

including supporting

activities such as

technology development;

manufacturing; operation

of ground systems, ranges,

and test sites; virtual and

real space experiences;

space-related education,

workforce development

and training and

governmental support


Plan Development MethodologyEngaging space stakeholders statewide, the California Space Authority, as “trustee” of California space enterprise strate-gic planning, facilitated the development of the California Space Enterprise Strategic Plan 2010-2012 once again using a collaborative approach. Since the development of the California space community’s first plan in 1998, hundreds of in-dividuals have been involved in the “participatory action research” model characterizing planning undertaken by those who both implement the planning and experience its impacts.

The “10-Step Development” (see below) of the 2010-2012 Plan involved approximately 200 individuals and 100 organi-zations. Stakeholders involved included senior-level executives and managers of the statewide space community en-gaged in commercial, civil and/or national security space. Also participating were stakeholders from education, eco-nomic and workforce development, academia, nonprofits, and city or county organizations in space-strategic areas.

The consensus-building strategic planning approach was, as always, iterative, with the current development process having featured dialogue and presentations in face-to-face meetings, telecons and webinars, as well as inputs and/or feedback generated from interviews and electronic inputs.

This new Plan uses as an organizing principle the five critical issues. Each of the objectives in the Plan is aligned with one of the critical issues. Rather than the standing “collaboratives” or committees driving participation as in previous plan implementation, interest in the critical issues themselves will be the centerpiece of implementation for the new Plan. See page 48 for Implementation details.

10-Step Plan Development Process

2009 Space Enterprise Advisory Council (SEAC)

and Collaboratives develop Environmental Assessment, ID candidate critical issues

(Feb-Sept/2009)

Board members and liaisons select candidate

critical issues (Jan/2010)

Board and aerospace associations appoint SEAC representatives

(Jan/2010)

SEAC reviews draft vision and plan objectives from

webinars (May/2010)

Webinar held to finalize SEAC inputs on vision,

plan objectives (June/2010)

Plan published (August/2010)

Final DRAFT Plan presented to board

(July 2010)

New SEAC identifies and characterizes top five critical issues

(Feb/2010)

Webinars for broader stakeholder network

held around vision statement and each

critical issue (April/2010)

Plan is drafted, reviewed by SEAC Chair/Board

Execs, revised (June/2010)


The strategic environment in which the California Space Enterprise (CSE) must plan its future has never been more dynamic, or more challenging. With new leadership in Washington and Sacramento and an intensely stressful political and economic climate, major government and private decisions regarding investment in space capa-bilities will be volatile. The federal space budgets are expected to progressively shrink over the next several years, and investments in a challenged economy will be difficult to come by, creating challenges in the way space business will be done in the future. International cooperation is a driving priority of this Administration so the International Traffic in Arms Regulations (ITAR – export licensing regulations) are expected to soften, and investments internationally in commercial space enterprises will increase. As new international players mature their spacefaring capabilities, the global space marketplace will take on new dimensions of complexity. To help guide the CSE through such turbulence, the Space Enterprise Advisory Council (SEAC) reviewed the state, national and international space environment and identified key drivers—opportunities and challenges—that must be considered in our strategic planning.

This environment is rich with opportunity for the CSE.

•The new Administration looks favorably on science and technology investments and California may be able to play a much larger role. Two of the three major beneficiaries of the science and technology budget increases are JPL in Pasadena, Dryden Flight Test Center, and Ames in Mountain View. Additionally, one of the potential providers of commercial resupply to the space station (SpaceX) is located in California. The new focus on science and technology extends the life of the International Space Station and it is now ready to meet its promise, and California should prepare to take advan-tage of this unique facility. Space science will likely be reenergized, providing a boost for California’s NASA centers, and California will undoubtedly play a role in advancing the new technologies that NASA will need and promote.

•California commercial space firms will continue to flourish in support of satellite communications, direct broadcast television, mobile services, GPS user sets, and other emerging business opportunities, such as suborbital excursions and remote sensing, as these sectors continue to mature. California companies will play many roles in these growing industries, from system suppliers to service providers and many other supporting functions.

•Public appreciation of the benefits of space exploration and development is growing. At the same time, many new applications of space capabilities to California’s and the nation’s needs are emerging, from orbital factories to improved climate, weather and environmental understanding to energy-producing satellites. This is a story that must be told, and these opportunities must be pursued.

•The military space program will continue to leverage and grow its capabilities in El Segundo, San Diego and Vandenberg AFB while emerging missions include “Space Protection”, cyber protection and potential warfare, modernizing and miniaturizing space weather platforms, the general move toward disaggregation of space sensors, moves toward more affordable and responsive space systems, moving toward com-mercial/DoD partnerships with commercial hosting/rideshare missions, and missile defense. The growing California government space workforce will be a key building block for the future.

These factors are expected to significantly increase the need for space systems and services over the next decade, as space activities now impact virtually every sector of the economy. Significantly, investment in space infrastructure has the potential to stimulate economic development and job creation like few other sectors. Moreover, cross-national dialogue is growing on many space issues, from orbital traffic and debris management to space tourism, and opportunities for international cooperation should continue to improve in all sectors of the CSE.

On the other hand, all these opportunities will face challenges.

•Federal and state budgets have never been under more duress, and companies face economic challenges as the global economy struggles to retain its former robustness. In this stressed environment, space activities will compete with many other critical priorities for resources. Budgets for national security space programs, in particular, will continue to be under intense scrutiny and without any doubt these will decrease, while the missions they support will increase.

Environmental Assessment

Defense requirements and budgets are key drivers of space enterprise. Courtesy Quintron

Boeing X-37 (artist’s rendition). The runway at Vandenberg AFB willb e the landing strip for the USAF X37B spaceplane. Built by Boeing Phantom Works, the X37B was undergoing on-orbit testing as we published in summer of 2010. Credit: Boeing

Satellite TV and other space services are the fastest growing sector of both global and California space enterprise.


•At the same time, access to California venture capital and credit has declined, adversely affecting entrepreneurship in the state.

•The critical supplier base/industrial base below the primes will be the first group to suffer without a national focus on industrial base to sustain our current leadership in space. Some critical aerospace-related materials and components are available through only one supplier, and, in many cases, that supplier is in California. National and state supplier initiatives could help sustain and grow the space supplier base, but these initiatives have yet to be fully implemented.

•The business environment for space companies is difficult. The companies, for now, stay here because of the major customer base (SMC, JPL, Ames, SPAWAR, etc.) , but, as financial pressures increase, this too could change. Already, some aerospace companies have moved their headquarters out of California. Additionally, other states and other countries have developed robust space capabilities, and will continue to challenge California’s leading position in space activities. All suppliers now compete on a global basis.

•Even if the business climate in California finds a way to improve, the high cost of living and doing business in the state has caused many businesses and key talent to go elsewhere. Other factors, such as California’s overall tax structure, R&D tax credit, and the Workers’ Compensation system, are facing challenges, and could further impact our state’s competitiveness. National initiatives could have positive or negative impacts. Uncertainty seems to be the rule.

• Like much of U.S. industry, up to 50% of the space workforce will be eligible for retirement in the next few years, but potential new entries are not recognizing the attractiveness of this well-paying job market, and many that do are not yet performing as well as former cohorts. The result may be an inadequate and/or inexperienced workforce, at both the engineer and the technician levels. Despite an increase in the Federal education budget, student performance in urban areas is not improving rapidly enough. Public university admissions are being cut due to budget constraints. Collaboration between industry and universities has significant room for improvement. Awareness of these issues, however, is improving, and Science, Technology, Engineering and Math (STEM) and Career Technical Education (CTE) improve-ment initiatives are gaining support.

•Security barriers continue to impede U.S. firms’ ability to compete globally and to hire foreign employees, while international partnerships raise issues such as malicious code and counterfeit parts.

The net impact of these challenges highlights the need for CSE strategies that can cope with an unusually large range of uncertainty over the planning period. To capitalize on the many emerging opportunities, the CSE must be aggressive in helping create new growth paths.

On the other hand, the CSE must continue to address the obstacles confronting our success. Most of these chal-lenges aren’t new, and initiatives which have succeeded in the past should be renewed. As events develop (political, economic, technical), the CSE needs strategies that will promote success under all credible scenarios.

Environmental Assessment

Access to and collaborative utilization of the International Space Sta-tion will be challenging issues this decade. Courtesy Quintron

NASA’s Glory, with a Raytheon-designed sensor, is the first mission dedicated to better understanding the earth’s energy balance and climate change. Orbital Sciences Corporation is NASA’s launch partner, with Glory launch expected in fall of 2010 from Vandenberg AFB. Credit: NASA/GSFC

In 2011 it will be ten years since the first citizen space traveler. In the same year, Virgin Galactic is scheduled to launch with passengers, opening the space experience to an ever-growing audi-ence of participants . Credit: Mike Massee


California Space Enterprise Economic Impact

2009 Global Space Market

1 Indirect and induced employment based on U.S. Bureau of Economic Analysis employment multipliers. Source: U.S. Bureau of Economic Analysis, A.T. Kearney analysis

Analysis provided by A. T. Kearney

California Rest of United States Rest of World

$6.7B

Launch

100%

50%

75%

25%

0%Satellite

ManufacturingGroup

EquipmentEngineering

ServicesSatellite Services

$0.3 (5%)

$8.3 (39%)

$1.5 (3%)

$5.3 (31%) $22.3 (27%)

$21.5B $45.0B $17.1B $83.9B

$4.5 (21%)

$12.8 (28%)

$8.9 (52%)

$15.3 (18%)

$3.7 (55%)

$8.7 (40%)

$30.7 (68%)

$2.8 (17%)

$46.3 (55%)

California space industry has a 22% share of the $174B global space market and 46% of the U.S. space market, generating $93B in economic activity and 450,000 jobs

Economic Activity

$93B 87,000$23B 450,000

Wage Earnings Direct EmploymentTotal Influenced

Employment1

$2.7 (40%)


Budget Competition with Other

States

Global Competition

Ability to Attract &

Retain Talent

Aging Workforce & Competition

for Talent

Closing Innovation

Gap

Cost of Doing

Business

Environmental Regulations

Emerging Applications

COTS & Open Source

Adoption

Low Cost Launch Vehicles

Privately Funded New

Entrants

Privately Funded New

Entrants

Consumer Driven Growth

California Space Enterprise Economic Impact

Analysis provided by A. T. Kearney

California’s strong space ecosystem enables the space enterprise to thrive, but challenges exist

California’s space industry faces opportunities and challenges

Industry Competitiveness Framework

Ecosystem Capabilities

Supply Side

Pertain to All Supply and Demand

Segments

Demand Side

Cost of Doing Business

Commercial Climate Intellectual & Political Climate

Customer Base1Manufacturer/ Supplier Base2

Cost Competitiveness5

Academic/R&D Infrastructure3

Ease of Doing Business6

Space Industry Competitiveness

Workforce4

Supply and demand base (manufacturing and customer base) remains strong, but competition from outside the state puts growth from new entrants and incremental investment at risk

Cost competitiveness remains a challenge with high cost of living, high taxes, etc., and is also exacerbated by State’s fiscal crisis (e.g., pressure to raise taxes and find additional sources of revenue)

Cost competitiveness remains a challenge with high cost of living, high taxes, etc., and is also exacerbated by State’s fiscal crisis (e.g., pressure to raise taxes and find additional sources of revenue)

Academic and R&D infrastructure are threat-ened by the State’s fiscal crisis (e.g., cutbacks in school funding)

Workforce continues to thrive, however the in-dustry faces challenges in attracting and retain-ing new talent

Launch Vehicle Manufacturing

Satellite Manufacturing

Military

Budget Cuts

Civil

Commercial (Satellite Services)

Ground Equipment Manufacturing

Engineering Services & Testing Software

Satellite Services

Challenges

Historical strengths facing emerging challenges

Strengths upon which to build

20 California Space Enterprise Strategic Plan 2010-201220 California Space Enterprise Strategic Plan 2010-2012

Stakeholder Perspective: NewSpace

California and the NewSpace Revolution: Truly, a revolution is underway in space!It is a revolution in the sense that it not only involves major changes in “what” we are doing in space and “who” is doing it, but “how” space companies operate. And perhaps the least understood, yet most important element of all, is “why” it is happening in the first place.

It has been about 50 years since the space age began, the byproduct of a Cold War built on a WWII legacy of engineering. Driven by a race to the Moon that fired the imaginations of a generation, it soon turned into what is often seen as a jobs and money program. Yet along the way, it inspired a generation of young Americans to study science, math and other challenging subjects. It also drove the concept that “if we can go to the Moon we can do anything” deep into our psyche. And thus a generation of gung ho American geeks and dreamers was created, many of them right here in California. A generation that started the internet and communications revolution. A generation raised not just on Apollo, but Star Trek and Star Wars—Hollywood’s vision of space as the next great frontier. So is it any surprise that this is where they have begun their quest to open that frontier?

Today this generation has come into its own, many have made their fortunes in telecom, the internet or other fields and want to give something back, to be a part of something grand and important, to leave their mark on the future. And so they have turned to space and their own grand vision.

A NewSpace company is one that is either started by, invested in or run with the goal of supporting the permanent opening of space to humans – and doing so profitably. This may sound a little “out there” at first, just as many of the core concepts of the internet did a while back and the current “green” revolution did a few short years ago. Interestingly, it is a similar entrepreneurial demographic that one finds at the core of all three.

NewSpace represents a completely different approach to the space business than the more traditional “aerospace industry”. The idea being that NewSpace companies see the private sector as their core market, with the government being a large potential customer, but only one of many, if at all. In fact, some NewSpace companies’ entire focus is the “civilian” market, be it the carriage of “tourists” and adventurers (two different types of customers) to the edge of space and beyond, or the flight of private/university scientific payloads and researchers.

NewSpace is truly a frontier approach to space that harkens back to the earliest pioneers here in the west. The companies are entrepre-neurial, they are lean, and they are creative. The bottom line is king, and yet the means to a profitable end are very different than in the old approach. Out of the box thinking, re-usability, off-the-shelf components and good old McGyver style ingenuity are the watchwords. Although often founded by enigmatic and individualistic leaders, they often also have a very strong communal sense and operate, again, much like the more well known firms of Silicon Valley and the green industry as citizens of their communities, with a strong social sense and a deep employee commitment to their goals. They are also borderless in their thinking, forming partnerships and plans with compa-nies across state and national boundaries with ease.

While shooting for the same goals, NewSpace also engenders the concept of diversity and creativity. Each NewSpace company is using a different set of technologies and approaches to solve the challenges they face. For example, on the transportation front we see what look like old school multi-stage rockets on the outside (SpaceX) but are far from it, vehicles that fly straight up and down (Masten Space Systems and Armadillo Aerospace) or take off like airplanes and land on runways (Virgin Galactic and XCOR Aerospace). Note: By the way, in NewSpace we can’t just talk about “launch” anymore, as many systems are fully or partially re-usable and many fly round trips.

When it comes to destinations, firms are already planning to fly re-cycled Russian space station modules (Excalibur/Almaz) or giant inflatable triple story modules (Bigelow Aerospace). Others are already looking at re-cycling the International Space Station or turning it completely commercial when the government steps away from it in a few years.

And the NewSpace mentality is catching on outside of these firms. Lately it seems that everyone is getting on board. Companies that have decades long roots in the aerospace field are partnering with these new companies and bringing their own depth of experience and solidity to the field—something sorely needed and something they are finding is inspiring a new energy in their staffs, especially their younger workers.

Something tremendous and new has finally happened. Thanks in part to the ascendancy of a parallel set of new generational lead-ers into positions of power in Washington, the U.S. government—from the Defense Department to NASA—has at last realized that NewSpace represents a new generation of talent, efficiency, and new ways of doing things that can dramatically increase the bang of the taxpayer’s buck.

President Obama made this clear in 2010 when he addressed the nation in front of a mixed audience of NewSpace and traditional space community leaders—after touring California’s SpaceX Falcon 9 launch vehicle—a rocket that was soon to execute a near perfect first flight into space.

In his remarks that day were such phrases as these: “We will work with a growing array of private companies competing to make getting to space easier and more affordable. It’s precisely by investing in groundbreaking research and innovative companies that we will have the potential to rapidly transform our capabilities. We will also accelerate the pace of innovations as companies—from young startups to established leaders—compete to design and build and launch new means of carrying people and materials out of our atmosphere.”

With NASA and the federal government turning to NewSpace firms to begin carrying payloads and eventually astronauts into space, the game has literally jumped to a higher level. The infusion of millions and then billions of taxpayer dollars is not just a good deal for taxpay-ers, who will be getting a lot more Buck Rogers for their bucks in the form of cheaper and more frequent flights to space, meaning more science and more exploration than ever before. It also means that the savings of volume will apply to the civilian market. Lower costs and more frequent flights will allow more experiments to be flown, more research into new products and services to be conducted and yes, more flights for regular folks like you and me ! (Continued on page 21)


Stakeholder Perspective: Space TourismOn April 28, 2001, Dennis Tito rocketed into Earth orbit as the first private space traveler, starting the space tourism industry. As of mid 2010, six other pioneering private space travelers have voyaged off-world (one flying twice). The company booking these voyages is now adding the option of space walks and taking reservations for sight-seeing trips around the moon.

Virgin Galactic and Burt Rutan’s fleet of sub-orbital space flight vehicles are currently being built and tested at the famous Mojave Air and Space Port just 90 miles from Los Angeles. www.VirginGalactic.com. Our NASA JPL Center in Pasadena has taken hundreds of millions of people on amazing tours of Mars with their “Spirit” and “Opportunity” rovers. More Mars adventures are in the works.

Almost $200M in space themed attractions have opened in the United States since 2004, and about $2B in new space themed attrac-tions/resorts are in the planning and early development stages. These have all been originated and designed in Southern California where the creative community is beginning to focus on space tourism themed ventures.

In Northern California Google has sponsored the $30M Google Lunar X PRIZE created by the X PRIZE Foundation. Contestants are striving to bring the world public to tour the surface of the Moon with robot guides www.xprize.org. Linden Lab the creator of the Second Life virtual world hosts the largest areas and diversity of virtual space tourism experiences. www.SecondLife.com

California is home base for much of the space enterprise/tourism industry because it has a unique combination of high-tech wealth, the aerospace, entertainment, adventure travel/tourism, hospitality industries, progressive investment community, spaceport infrastruc-ture and huge media resources. California’s openness to new ideas, technologies and markets has been a catalyst for trendsetters for decades.

Eventually tens of thousands of space tourists will cruise in Earth orbit, and around the Moon, and holiday at Lunar resorts. Real space resorts and ultra luxury orbital super yachts are now being planned and designed by California companies. The space experience race is on.

The future of the space tourism industry is limitless and our prediction is that it will continue to be focused in California, where transfor-mational space was born and thrives.

John Spencer, M. Arch. Space Architect Founder and President Space Tourism Society www.SpaceTourismSociety.org

Stakeholder Perspective: NewSpace (continued from page 20) Billions of dollars and tens of thousand of jobs are at stake in this new space race. States across the Union are vying right now to lure NewSpace companies and projects to build, test and operate in their borders. For now, California is home to many of these companies. Thanks to the California Space Authority and its spotlighting of this new industry, the brilliant work done by Stu Witt and his team to make Mojave the world’s first commercial spaceport, the cooperation of the Air Force at Edwards and the innovation-oriented management at NASA Ames. The state is home to much of the current innovation, but other states are working hard to catch up and in some cases are far ahead.

In particular are New Mexico, with its soon-to-open state-enabled new commercial spaceport and Virginia, where legislation has been passed both protecting spaceflight operators from liability, and creating a “Zero G-Zero Tax” climate that has already drawn at least one major spaceflight firm to its shores. As more leaders across the nation wake up and smell the rocket fuel this trend is going to get bigger, and the temptation will be not just for the existing firms to pack up and go east, but for new firms to begin their formation in states more amenable to their needs as start ups.

The California government, long a proponent of its traditional aerospace companies needs to step up to the future and begin to under-stand the jewel in the rough it holds in its hands. From the Congressional delegation to the Governor and legislature, an all hands on deck call needs to go out to not only keep these 21st century companies here, but to enable them and help them thrive.

The roots of NewSpace lie in the legacy of Apollo and our military space programs, so much of which took place here in California, from laboratories of Stanford and CalTech to the wind tunnels of NASA Ames space center to the runways of the Mojave. So much has been done to get to this point, it is almost hard to believe that we are just at the beginning of a New Space Age. But that is what it is, and by the time of the next printing of this document, we will see the first commercial flights to the space station, the first flights of paying customers to the edge of space and the roll out of the first commercial space station.

Just as for years Californians have witnessed the landings of the space shuttles, or the contrails of launches from Vandenberg out over the Pacific, soon they will see the launches and landings of these NewSpace vehicles. With a lot of work, some intelligent planning and a bit of luck, a new generation of children will grow up with a new set of heroes, a new set of possibilities and a new future that they can look forward to being a part of – the opening of the next frontier!

Rick N. Tumlinson Founder, Orbital Outfitters/SpaceDiver/INSpace Media Co-Founder, The Space Frontier Foundation


Stakeholder Perspective: Research and Development

California Research and DevelopmentAlthough 73% of development in all R&D nationwide is conducted by private industry, most basic research is primarily funded by the federal government, and the majority of it is carried out at universi-ties and federally funded research centers. Traditionally, state governments have played a limited role in initiating and supporting R&D. Since the Second World War, when the Office of Scientific Research and Development was created to coordinate scientific research for military purposes, there have been no state-managed “mission agencies” dedicated to coordinating or furthering specific areas of R&D. However, as states have worked to attract and retain federally funded research laboratories – which often serve to stimulate local high-tech industries – many states have taken a proprietary interest in selected areas of R&D, with a desire to foster more innovation in their state.

Federal R&D funding received a one-time boost in 2009 from the American Recovery and Reinvestment Act (ARRA), but the trend over recent years has been much more modest increases, with declines in some areas. In response to flat or declining federal funding for R&D efforts over the past decade, plus federal policy restrictions on funding for certain research areas (e.g. stem cell research), states have come to take a more direct role in funding R&D.

A variety of indicators tracking R&D spending exist, but until recently few have focused on the state level. The California Council on Science and Technology (CCST) assessed R&D spending in California in 1999, building on a survey initiated by the State Science and Technology Institute in 1997 and again in 2008. This survey was part of an overall assessment of the present status and long-term trends affecting California’s science and technology infrastructure for the California Innovation Corridor project.1

Functionally, the state’s role in R&D funding is akin to that of the federal government. Funds are derived from tax revenues or a special fund financed by fees collected by the state from specific individuals for specific services (e.g. the Genetic Disease Testing Fund). It supports research for the public benefit through agencies such as California’s Department of Health and Human Services and the California Energy Commission in order to inform or achieve desired policy goals established by state officials.

This shift in state roles was recognized by the National Science Foundation at a 2007 convocation on state science and technology policy advice.2 In addition, that year, for the first time, NSF began surveying state agencies about their R&D expenditures.

California is dependent upon state funding to leverage and focus R&D investment from industry and the federal government; for many programs, every dollar spent by the state on R&D brings in up to two dollars from other sources. For example, as part of the Research & Innovation initiative (2000), California invested $400 million to create four collaborative research institutions with the UC, and contributes $4.75 million in general funds annually to their operation budgets. Today these institutions bring in most of their budget from other sources: for instance, in FY 2006-7, over 94% of grant funding at the California NanoSystems Institute was derived from federal or industry sources.

In 2008, the most recent year for which data are available, California state and local government financed R&D at academic institutions was just over $333 million – a total second only to Texas. However, when this expenditure is ranked against other states as a percentage of the state’s GDP, California falls to 22nd. Direct R&D spending by California state agencies fell from $107 million (sec-ond) to $91 million (fifth) between 2006 and 2007; relative to the state GDP, this places California 32nd. With a strong presence of federally funded research laboratories in California (NASA, Dept. of Energy, USAF), world renowned research universities, and high tech industries, the capacity to improve the state’s standing is present; the data present a clarion call for state action.3

California Council on Science & Technology

____________________________________________________

1 The project was funded by a U.S. Department of Labor grant to the state of California and the California Space Authority titled, “Workforce Innovation in Regional Economic Development” (WIRED). See http://www.innovatecalifornia.net/.

2 Steve Olson and Jay Labov. State Science and Technology Policy Advice: Issues, Opportunities, and Challenges: Summary of a National Convocation. (National Academies Press: Washington, DC, 2008).

3 In all, the Governor Gray Davis Institutes for Science and Innovation have leveraged their initial investment of $400 million to bring in an additional $800 million from outside sources as of FY 2008.

Credit: Aerojet


Highlights of National Space Policy

On June 28, 2010, President Barack Obama announced the administration’s new National Space Policy:

www.whitehouse.gov/sites/default/files/national_space_policy_6-28-10.pdf

The following are highlights of the Policy, as articulated in the Fact Sheet: National Space Policy:

www.whitehouse.gov/the-press-office/fact-sheet-national-space-policy.

Leading Collaborative, Responsible, and Constructive Use of SpaceThe space age began as a race for security and prestige between two superpowers. The decades that followed have seen a radical transformation in the way we live our daily lives, in large part due to our use of space. The growth and evolution of the global economy have ushered in an ever-increasing number of nations and organizations using space to observe and study our Earth, create new mar-kets and new technologies, support operational responses to natural disasters, enable global communications and international finance, enhance security, and expand our frontiers. The impacts of our utilization of space systems are ubiquitous, and contribute to increased transparency and stability among nations.

In a world where the benefits of space permeate almost every facet of our lives, irresponsible acts in space can have damaging conse-quences for all of us. As such, all nations have a responsibility to act to preserve the right of all future generations to use and explore space. The United States is committed to addressing the challenges of responsible behavior in space, and commits further to a pledge of cooperation, in the belief that with strengthened international cooperation and reinvigorated U.S. leadership, all nations will find their horizons broadened, their knowledge enhanced, and their lives greatly improved.

Key Elements of the Administration’s National Space Policy •The United States remains committed to many long-standing tenets in space activities. The United States recognizes the rights of all nations

to access, use, and explore space for peaceful purposes, and for the benefit of all humanity.

•The United States calls on all nations to share its commitment to act responsibly in space to help prevent mishaps, misperceptions, and mistrust. The United States will take steps to improve public awareness of government space activities and enable others to share in the benefits of space through conduct that emphasizes openness and transparency.

•The United States will engage in expanded international cooperation in space activities. The United States will pursue cooperative activities to the greatest extent practicable in areas including: space science and exploration; Earth observations, climate change research, and the sharing of environmental data; disaster mitigation and relief; and space surveillance for debris monitoring and awareness.

•The United States is committed to a robust and competitive industrial base. In support of its critical domestic aerospace industry, the U.S. government will use commercial space products and services in fulfilling governmental needs, invest in new and advanced technologies and concepts, and use a broad array of partnerships with industry to promote innovation. The U.S. government will actively promote the purchase and use of U.S. commercial space goods and services within international cooperative agreements.

•The United States recognizes the need for stability in the space environment. The United States will pursue bilateral and multilateral trans-parency and confidence building measures to encourage responsible actions in space, and will consider proposals and concepts for arms control measures if they are equitable, effectively verifiable, and enhance the national security of the United States and its allies. In addition, the United States will enhance its space situational awareness capabilities and will cooperate with foreign nations and industry to augment our shared awareness in space.

•The United States will advance a bold new approach to space exploration. The National Aeronautics and Space Administration will engage in a program of human and robotic exploration of the solar system, develop new and transformative technologies for more affordable hu-man exploration beyond the Earth, seek partnerships with the private sector to enable commercial spaceflight capabilities for the transport of crew and cargo to and from the International Space Station, and begin human missions to new destinations by 2025.

•The United States remains committed to the use of space systems in support of its national and homeland security. The United States will invest in space situational awareness capabilities and launch vehicle technologies; develop the means to assure mission essential functions enabled by space; enhance our ability to identify and characterize threats; and deter, defend, and if necessary, defeat efforts to interfere with or attack U.S. or allied space systems.

•The United States will fully utilize space systems, and the information and applications derived from those systems, to study, monitor, and support responses to global climate change and natural disasters. The United States will accelerate the development of satellites to observe and study the Earth’s environment, and conduct research programs to study the Earth’s lands, oceans, and atmosphere.


California Space

EnterpriseYesterdayProduction of first U.S. launch vehicles

Development of world’s first communication satellite

Development/launch of first U.S. reconnaissance spacecraft

Production of major global satellite communications systems

Pioneering of space engine testing

Development/production of Apollo spacecraft and lunar rover

Design/development of the U.S. Space Shuttle

Development of Global Positioning System (GPS) technology

Design/development of the International Space Station

Development/launch of major global mobile communications systems

TodayDevelopment/production of major space telescopes

Development/launch of major NASA earth observation systems monitoring global warming, climate change

Development/production of satellite television system

Home of space tourism

First inland spaceport in the U.S.

Launch of all U.S. civil and national security polar orbiting spacecraft

Launch of satellite radio spacecraft

Development of 21st Century military communications systems

Development/operations of Mars rovers

Testing of missile defense shield

Development of new spacelift vehicles and technology

TomorrowDevelopment of fleet of world’s first commercial passenger spaceships

Design of future moon and Mars spacecraft

Development of space-based laser

Space asset protection

Future comsats

Advanced space telescopes

Earth observation systems

California Space CenterInspiring Students and Mission Success Celebrating California Space Enterprise

Located in Santa Barbara County, at the edge of Vandenberg Air Force Base, one of the nation’s two premier launch facilities, the California Space Center will be conveniently located on Highway 1, midway between Los Angeles and San Francisco. With 10-12 launches taking place each year, the Center, like the Visitor Complex at Kennedy Space Center, will attract visitors for launch viewing, but the core elements of the Center will provide much more. The Center will ensure Californians that yesterday’s space achievements are memorialized, that to-day’s space technologies are celebrated, and that tomorrow’s space careers and opportunities are showcased.

The story of California space enterprise is an exciting tale by any measure. California was in the forefront of rocket, missile and satellite development and also pioneered national security technology in the first half of the 20th Century. In the second half, the Golden State was on the forefront of the Space Race, led the march to the moon and Mars, and developed countless ways to use space technology to improve everyday life. Along the way, California space enterprise inspired a generation of engineers and technicians, provided thousands of well-paying jobs, and challenged the world to take space seriously as an industry and a frontier. Today, California boasts the greatest concentration of space activity in the world, from spacelift to satellite manu-facturing to space-based services. California space enterprise provides the state with over 400,000 jobs and a positive economic impact of over $90 billion. The state is also on the leading edge of technology and service development for the innovations of the NewSpace community, those creating the new space industries of space tourism and space commerce.

The Center completed the federal environmental process (NEPA) and obtained a Finding of No Significant Im-pact (FONSI) from the U.S. Air Force. In addition, CSA completed negotiations with the Air Force Real Property Agency for a 50-year enhanced use lease which is to be executed in fall 2010. Construction on the Center is scheduled to begin during the first quarter of 2011. Preliminary funding for the Center includes a state plan-ning grant as well as financial support from all 24 members of the CSA Board of Directors.

Join us in showcasing and celebrating California space enterprise and educating the next generation of the 21st Century space workforce!


Lifelong Learning FacilityIntegrated into the Conference Facility will be an adult learn-ing area designed for delivery of higher education coursework by the community college and various universities. The Lifelong Learning Center will also serve as a venue for teacher profes-sional development and corpo-rate training.

• Integrated Adult/Lifelong Learning Study Areas

• Adult Classroom Space

• Computer and Scientific Laboratory Sites

• Technical, Space-related Local Workforce Training

Conference CenterTo accommodate industry forums, community townhalls, corporate gatherings, and train-ing sessions, an important ele-ment of the California Space Center will be a multi-purpose Conference Facility with seating for up to 2,000 people and din-ing for 1,000 people. Features included in the conference facility will be:

• Auditorium with State-of-the-Art Audio-Visual Capability

• Banquet Facility

• Break-Out and Small Group Rooms

Mission Support ComplexAs Vandenberg Air Force Base expands to support a variety of government and commercial requirements, there is a grow-ing need for expanded and more diverse base facilities as well. Some of the private sector space firms utilizing Vandenberg spacelift facilities provide launch services for customers outside the U.S. Since a foreign spacelift customer has only limited access to U.S. military bases, a growing number of private sector aero-space firms are seeking facilities outside Vandenberg Air Force Base for their foreign clients. Certain government agencies also are interested in off-base office or reception space. For this reason, the California Space Center is incorporating the Mission Support Complex into its planning.

• Corporate Office Space in Campus-like Work Environment

• Launch Viewing Areas for Foreign Customers and Corporate VIPs

• Corporate Exhibit Space

Visitor ComplexTo share the rich story of California space heritage, the diversity of services brought to earth through space technology and the important role California space enterprise continues to play on the national and world stage, the California Space Center will feature a broad-based visitor complex featuring

a variety of attractions. To showcase California space enterprise and Vandenberg Air Force Base history and space contributions, several features are being planned or considered for this element of the Center:

• Interpretive Center

• Heritage Exhibit

• Launch Viewing

• Rocket Park and Picnic Area

• Large Format Theater

• Native American Cultural Center

• Outdoor Amphitheater

• Climate Change Exhibit

• “Great Observatories” Exhibit Space

Youth Education FacilityA primary purpose of the California Space Center is to inspire young people K-12 to study science, technology, engi-neering and math (STEM) disci-plines and to consider science, engineering and space careers. Local and statewide student outreach, school programs and STEM enrichment are all being

planned to ensure that the Center supports development of our future’s engineers, scientists and technicians.

• Space Classrooms

• Experimental Laboratory

• Statewide School and After-School Programs, Saturday/Summer Enrichment Camps

• K-12 Teacher Professional Development

• Exploratorium

California Space Center


Need for a compelling, comprehensive, statewide, broad-based, collaborative communications strategy to address the challenge of public appreciation and policymaker support for California space enterpriseIn the discussions regarding the need for a new, stronger communi-cations strategy in support of space enterprise, there was an under-standing that, while NASA, DOD, every aerospace corporation, and nonprofit support organizations like CSA all create space enterprise

public awareness independently, these efforts are seldom leveraged for impact. The consensus was that the general public and key poli-cymakers still did not champion space enterprise as might be expected from its return on investment, benefits to the environment, positive economic impact and its contributions to the improvement of our daily lives. Why not? One theory advanced was that space stakeholders had not succeeded in their most important public awareness task – to tell a story about space compelling enough to move the public and regional, state and national policymakers to actively and enthusiastically advocate for space enterprise.

The story of space enterprise is a wonderful story. It begins with the need in all of us to ask questions and to try to make sense of the universe. Early Native Americans, like early inhabitants of Europe, Africa, Asia and elsewhere, had a culture of strong respect and wonder for the mysteries of the earth, sun, moon, stars and sky. They were the first space storytellers.

As time progressed, the questions multiplied. “What’s up there and how does it relate to us? What could we do from there? How would it feel to ‘touch the sky’? What would we see once there?” These questions and others led many to begin experimenting. Some of the greatest minds of the last century put their talents to work on finding answers to more down-to-earth space-related questions. “How can we go fast enough to get there? What type of vehicle is best? What can we do from space that we can’t do here? How can we get there and back? What can we discover about other planets and the Universe?” These questions and the multitude of technological steps that addressed them, have propelled both spacecraft and humankind into space.

Spacecraft have brought us fantastic pictures – of the universe in its earliest moments, of the earth struggling against floods, fires or wind. Some spacecraft bring us the SuperBowl, daily news and financial information from around the world – in realtime. Remote sens-ing satellites monitor everything from crop moisture to climate change. Other satellites support worldwide communications. Satellites enable pharmacies to link prescription data and ensure medication to those who travel. Financial data sent through space allows us to pay at the pump. The GPS (space-enabled) navigation designed to allow soldiers to find their way in enemy territory also leads us to a great pub in a new city. The spin-offs from space technology include digital imaging biopsy systems, sophisticated air quality monitoring,

scratch-resistant lenses, flat panel television, high-density batter-ies, trash compactors, fire-resistant materials and the program-mable pacemaker, to name only a few. On the economic front, just in California, today’s statewide space enterprise provides 87,000 direct jobs and has an economic/job impact of over $90 billion and 450,000 jobs.

But the real story is yet to come. That is the story of the space experience – when more of us are able to participate in the beau-ty, opportunity and adventure of space. Those who have experi-enced space, many of whom were inspired to become engineers and scientists for that very opportunity, are convinced that it is our birthright as human beings to claim space as our next frontier of exploration and commerce and as “the high ground” for national security. From this may come some of the answers helping us make sense of the Universe. And this is the story California space stakeholders collectively must get better at telling.

Comprehensive Communications Strategy

SpaceX achieves orbital bullseye with inaugural flight of Falcon 9 rocket. Credit: Chris Thompson, SpaceX

Shuttle Carrier Aircraft and AF B-1B Lancer at Edwards AFB Open House

Critical Issue


Lt. Gen. John T. “Tom” Sheridan, Com-mander, Space and Missile Systems Center, Air Force Space Command, Los Angeles Air Force Base, California ad-dresses a CSA Roundtable audience.

CSA and CSEWI exhibit at the 2009 NASA Lunar Regolith Excavation Centennial Challenge held at Ames Research Center in conjunction with the NASA Lunar Science Institute.

1.0 Collaboratively design and implement a comprehensive communications strategy for statewide space enterprise as a key asset to California and the nation

1.1 Establish and empower the Space Communications Roundtable—a body of industry (large corporations and suppliers), New Space, government and non-profit California space stakeholders—to coordinate California Space Enterprise messaging, provide common foundational communica-tions tools, and to leverage synergies of media, public relations activities and public/policymaker education efforts from across the enterprise

Considerations:• DevelopandadoptasetofRoundtableprinciplesaddressingtheneedfor

inclusion of space services, space experiences and New Space in publicity ma-terials; the identification of new outreach target audiences to include minori-ties, women and other key California constituencies; and the use of Web 2.0 and social networking strategies in addition to traditional publicity outlets

• Includepublicrelationsrepresentativesfromkeyspaceadvocacygroupswithsignificant presence in California

• Recognizingthateffectivepublicrelationsgenerallyinvolves“storytelling”,giveconsideration to the “story” of California space enterprise: its genesis, its contri-butions to everyday life, its inspiration for innovation and exploration. Use this approach in seeking feature coverage in media, other platforms.

• Appealtothesocialnetworking(SN)populationbyestablishingapresenceforCalifornia space enterprise on Second Life and other SN sites , creating a broad, virtual platform to highlight the history, current activities and future opportu-nities of California space enterprise stakeholders, as well as providing virtual tours of key California space sites

• Developacalendarofkeypublic-orientedCaliforniaSpaceEnterpriseevents(NASA center/Military Base Open Houses, etc.) to reside on the California Space Authority website

• Identifykeyspacebreakthroughorhigh-visibilityspaceeventstakingplaceinCalifornia 2010-2012 and ensure collective space education/outreach around the time of those activities in order to enhance space interest

• Agreeonkeymessages,illustratingimportanceofspaceenterprisethroughitscomparison with energy and computing as universal “enablers”

• Disseminatekeymessagesacrosstheenterprisefordistribution,developingan electronic media kit for use by space enterprise stakeholders statewide

• FirsttargetingCalifornia’ssixspace-strategicareasandstatewideofficialsandinfluence-makers, identify key media, public and policymaker strategic audi-ence targets, designing joint and individual outreach strategies to ensure full orientation of California space enterprise interests to these strategic audience targets

GOAL: Build a passionate, broad-based, diverse coalition comprised of the general public as well as policymaker champions that support and enthusiastically advocate for California space enterprise

Astronaut Jose Hernandez, from Stockton, California, was the first ever to send a bilingual tweet from space!


1.2 Establish and manage a Space Enterprise Speakers Bureau/Space Ambas-sadors’ Network to extend the reach of California space enterprise stake-holders in providing public education about California space enterprise• SeekAmbassadorrecruitsfromknowledgeablehobbyists,retireepoolsof

space organizations, members of space-related associations for self-generated outreach effort within their communities

• ProvideperiodiconlineorientationsforgeneralpresentationsaboutCaliforniaspace enterprise, providing electronic powerpoint presentations for use by Ambassadors

• Suggestgenericcommunityoutreachtargets,e.g.serviceclubs,women’sgroups for Ambassador efforts

• Setupelectronictrackingplatformforcollectionofpresentationsmade,con-tacts developed

• Identify100Californiaspaceenterprisespeakers(astronauts,ChiefExecutiveOfficers, Center Directors, Commanding Officers, etc.) appropriate for confer-ence keynotes, panels, high-visibility feature presentations, with contact/topic information, distributing list broadly, and housing online at California Space Authority website. Ensure that each potential speaker has possession of ge-neric California space enterprise presentation and foundational materials

2.0 Enhance California Space Week in Washington DC, California Space Day in Sacramento

2.1 Annually recruit at least four other space-faring states to participate in space advocacy efforts during California Space Week in Washington DC, with California and the other space-faring states cooperatively hosting a reception for Federal policymakers• UsingdatagatheredinCSA’sCaliforniaAerospacePortal,provideCalifornia

Congressional members/staff with information about space companies and activities in their districts

2.2 In addition to appointments and reception in the Capitol, foster space enterprise awareness/support activities in legislative districts within California’s key space-strategic areas• UsingdatagatheredinCSA’sCaliforniaAerospacePortal,providelegislators/

staff with specific information about space activity in their districts

• Provideeducationalmaterials“tellingthestoryofCaliforniaspaceenterprise”for space stakeholders in space-strategic areas to submit to their local media outlets during California Space Week in Washington, DC

• Ensureatleast12presentationsonCaliforniaspaceenterpriseacrossCalifor-nia’s space-strategic areas each year during the week of California Space Day

3.0 Orient New and/or Pivotal State/Federal Policymakers

3.1 Develop State and Federal “case for space” (California space enterprise overview) white papers, using for orientation of newly elected officials, high-profile candidates

3.2 Orient the campaigns of gubernatorial, Congressional and Presidential candidates to California space enterprise

California Space Day Sacramento

Dr. Charles Elachi Director, Jet Propulsion Laboratory (JPL)

California Space Week Washintgon D.C.



3.3 Host orientations for staff of both newly elected State legislators and newly elected Congressional members

3.4 Ensure California space enterprise orientations for new State legislators and Congressional members by end of Q2-2011

4.0 Assure ongoing high-visibility of space enterprise with regional/State and Federal policymakers in space-strategic areas

4.1 At least annually, provide space enterprise updates to targeted State and Federal legislators, State and Federal economic development and busi-ness support policymakers

4.2 Annually provide orientations and regularly communicate space enter-prise information to space-strategic regional officials identified as key policymakers or potential space champions

5.0 Monitor stakeholder priorities and concerns, as well as local, regional, State and Federal policy/legislative landscape, advocating strongly in support of California space enterprise as well as support for business and space-friendly policies, laws and regulations; advocating strongly against job or enterprise-threatening policymaker initiatives

5.1 Provide at least annually an opportunity for identification of key California space stakeholder concerns and priorities in regard to policy, legislation, regulation, developing an annual State and Federal advocacy agenda from input received

5.2 Develop and/or maintain list of space points-of-contact in State legisla-tive and Congressional offices, accessible through California Space Authority website and/or Web 2.0 platforms

5.2 Communicate concern or support to appropriate legislative or Congres-sional author(s), signers and relevant committee chairs for each piece of space-impact legislation identified

5.3 Review and refine if necessary the current system of stakeholder policy/legislation “alerts” to the enterprise, using California Space Authority as a clearinghouse for potential collaborative advocacy efforts

6.0 Launch the California Space Center (CSC) with a strong virtual presence and a high-profile groundbreaking.

6.1 Integrate the story and messages from the space enterprise communica-tions strategy into the crafting of the public awareness element of the California Space Center

6.2 Use CSC development, CSC public awareness activities to leverage the space enterprise communications strategy

California Space Enterprise Strategic Planning meeting

www.CaliforniaSpaceAuthority.org



Legislative/Policy Issues for Consideration, Amelioration or Support

Competitiveness, Risk Mitigation and Strengthening of Industrial Base Articulation of/budget alignment with clear-cut U.S. space “vision”

Cap and Trade/other environmental policy impacts on industry, small business and entrepreneurs

Streamlining of Federal export licensing, International Traffic in Arms Regulations (ITAR)

Small business support in ITAR compliance

Industrial base impacts of major program cancellations, program redirection

Knowledge capital/supplier capacity impacts of “low-bid” government decisions

Supplier sustainability initiative

Acceleration of Security Clearance process

Spectrum policy assuring systems-security for U.S. national security/economic interests

Compliance training of small business regarding U.S. Healthcare initiative

New Governor’s broadly-articulated support for California space enterprise

Protection of State’s Worker’s Comp reforms providing cost reductions

State and Federal R&D tax incentives

Manufacturing investment incentive

Encroachment on California’s aerospace assets, especially flight corridors, test ranges

Protection of State’s military base missions and assets

Development of State technology zone and/or new enterprise zones

Maintain and Enhance Space-Based Positioning, Navigation and Timing Systems

workforce/Education Enabling Federal policies allowing science to be taught in low-performing elementary schools

Major Federal/State initiatives addressing ever-growing need for STEM technicians, STEM professionals

Rigorous high school Career Technical Education and engineering preparation programs

Classroom time, materials/equipment for science

Science, Technology, Engineering and Math (STEM) professional development for K-12 math and science teachers

Incentives for K-12 and community college college math and science instructors

Tax incentives for science and technology-based companies offering science and math teachers STEM-related employment

State educational policies that encourage adoption of rigorously developed inquiry-based curricula

Opportunities to apply technical knowledge, both in K-12 and higher education

Expansion of subject matter with broad-based collaborations incorporating work and/or community experience

Alignment of K-12 STEM expectations among elementary, middle and high school for a coherent K-12 system

Alignment of K-12 STEM expectations with higher education pathways

Industry-based apprenticeships and internships


Growing California and U.S. Competitiveness in a Challenging Business and Economic ClimateAccording to the Satellite Industry Association (SIA), space enterprise as a whole is a growing industry, with all four sectors (satellite manufacturing, spacelift, ground systems and space services) recording growth. Worldwide growth of all four sectors combined was found to be 11 percent, despite the global economic downturn. But today’s California space enterprise community is competing glob-ally in a world with numerous spacefaring nations, many with government programs to build or grow their own space industry sector. Additionally, while Commercial and Civil space are projected to grow, National Security Space (NSS) is at best in a level, if not somewhat shrinking, situation. And California is highly dependent on the NSS market. While U.S. satellite manufacturing revenues nearly doubled from 2008-2009, of the 41 geosynchronous satellites announced in 2009 around the world, the com-bined share of non-U.S. satellites ordered increased from 14% in 2008 to 24% in 2009.

Some experts, including George Washington University’s Space Policy Institute, have confirmed that a new space “race” of sorts is in progress. Examples: China launched a French satellite in which the satellite boasted no U.S. parts. China has also announced intentions to build a space station, expand its positioning and timing constellation, land on the moon by 2020 and has continued to send taiko-nauts to space. The European Space Agency, a longtime launch and satellite player, has announced plans to develop a manned spaceflight capability. Demand for rides on the Russian Soyuz vehicles is growing so rapidly that the Russian Space Agency is planning a first mission just for paying cus-tomers. Russia will be shuttling even U.S. astronauts after the fly-out of the Space Shuttle and has offered – if only two paying customers request it – a flight to the moon. JAXA, the Japanese Space Agency, successfully launched its H-11B rocket in 2010. Iran achieved satellite launch capability in 2009, and is partnering with North Korea, which is basing its launch capability on SCUD missile technology of the former Soviet Union. India, after a successful lunar probe in 2008, announced plans for a manned spaceflight by 2015. Brazil plans to launch the Ukrainian-produced Cyclone 4 rocket to support nuclear energy generation and military technology development. French satellite production is boasting a huge backlog. Mexico is the latest entry into the space arena, with the establishment of the Mexican space agency to be developed in partnership with Russia. Each of the countries above is planning the development of at least some of the manufacturing capacity and suppliers needed to support their space aspirations. Where there are U.S. service contracts, countries often expect indigenous job creation as part of the agreements, forcing U.S. space companies to create some of their own competition. In addition, stringent U.S. export licensing regulations are actually creating an incentive for “home-grown” capability – overseas. Recently released U.S. Space policy has embraced a strategy of working with other nations on expensive space projects, and building enduring interna-tional partnerships in space.

Focusing just on the U.S. and California, the landscape is no less challenging. U.S. debt and a slow, perhaps jobless recovery fuel fears that the economic meltdown in Greece and possibly other European countries may occur at home. Companies worry about the potential fall-out of the unprec-edented healthcare initiative and looming “Cap and Trade” legislation, especially on small business. California’s financial position is unsustainable, credit is still tight, and the State has a reputation as one of the least business-friendly states in the union. Fortunately, world-class research institutions, end-to-end space capabilities, nearly half of U.S. aerospace suppliers and a highly-skilled workforce are still balancing out the negatives…at least for a time.

Growing California and U.S. Competitiveness

Credit: Raytheon

Credit: Aerojet

Credit: Space Systems/Loral

Critical Issue


7.0 Provide greater business-to-business opportunities to California space enterprise

7.1 Leverage the California Aerospace Portal to foster partnering, joint ventures, teaming

7.2 Collectively field at least ten company networking opportunities per year

7.3 Mentor/facilitate a “new business” program for California space businesses

8.0 Provide previews of coming government, other opportunities.

8.1 Provide and broadly publicize at least quarterly roundtables, forums, conferences or other events specifically highlighting California space business opportunities

8.2 For continuity, create protocols on California Space Enterprise Web 2.0 platforms, in SpotBeam, SpaceBound, other outlets, for featuring easily-identifiable California space enterprise “opportunity” events

8.3 Leverage events highlighting New Space to acquaint companies with new poten-tial opportunities available or on the horizon, assuring promotion of a minimum of three “New Space” events per year

9.0 Provide “matchmaking opportunities” for strategic introductions of primes and potential contractors of interest to them

9.1 Ensure at least 12 matchmaking opportunities annually

9.2 Ensure at least two face-to-face matchmaking opportunities annually

9.3 Align critical technology or critical expertise gaps identified in Objective 21.1 with networking and matchmaking opportunities arranged

10.0 Open doors for California space enterprise stakeholders to exploit international aerospace business opportunities

10.1 Provide California companies at least one opportunity annually to interface with the French Aerospace Valley and/or other European space companies

10.2 Provide California companies at least one opportunity annually to interface with the Asian Pacific Satellite Communications Council and JAXA

10.3 Provide California companies at least one opportunity annually to interface with British space enterprise companies

10.4 Provide California companies at least one opportunity annually to interface with Canadian space enterprise companies

10.5 Develop the Mission Support Center at the California Space Center to ensure companies accommodation of international spacelift customers at Vandenberg AFB

10.6 Develop and/or provide a technical assistance program to support small compa-nies in dealing with export licensing regulations impacting international business opportunities

GOAL: Grow California share of U.S. and global space markets and increase California’s percentage share of U.S. government space investment


11.0 Connect California space entrepreneurs and small business with innova-tion funding opportunities

11.1 To facilitate venture capital activity in California’s space strategic areas, assuring and promoting regional stakeholder access for space-related innovation, identify and maintain a list of any VC entities found in Califor-nia’s space-strategic areas

11.2 Publicize broadly at least three Small Business Innovation Research (SBIR) opportunities of DOD, NASA and other aerospace-related agencies annually

12.0 Leverage advocacy efforts and existing programs/partners to support California space enterprise in becoming more competitive

12.1 Identify and highlight key points of interest or concern regarding potential new Workers’ Comp reforms on the horizon or being discussed, passing information to advocacy team for consideration

12.2 House California Enterprise Zone and R&D tax credit information on CSA website

12.3 Build case for increasing R&D tax incentives at both State and Federal level

12.4 Use CSA’s California Aerospace Portal to map current Enterprise Zones to space-strategic areas, building a case for additional Enterprise Zones where gaps in alignment are found

12.5 Educate small space companies about the new federal health care initiative by hosting a forum focused on the initiative’s impacts on small business

12.6 Develop case for target space technologies to be recognized as “green” technologies, paving the way for companies working these sectors to qualify for green job incentives

12.7 Establish or engage aerospace support consortia, in space-strategic areas, aligning efforts and leveraging resources (e.g. South Bay Aerospace Consortium, Antelope Valley Aerospace Task Force, California Green Workforce Coalition)

12.8 Create partnerships with public/private stakeholders in space-strategic regions to protect local/regional space assets, e.g. space-related military bases, flight corridors

Credit: Next Intent

GOAL: Grow California share of U.S. and global space markets and grow California’s percentage share of U.S. government space investment


Strengthening the Space Industrial Base

Sustaining and Strengthening the California Space Industrial Base, Cornerstone of U.S. Global Space LeadershipWhile the end of the Cold War was welcomed by one and all, it had some unintended consequences which are still impacting U.S. and California today. The contraction of the aerospace industry which began as the U.S. celebrated warming of U.S./Soviet relations has only been exacerbated by an ever-increasing focus on cost, the constant threat of program cancellations, and a frequently chang-ing space vision. The U.S. industrial base is reeling from several decades of risk-aversion, fluctuating budgets, weak commitment to long-term strategy, globalization and differing political perspectives about defense and space exploration. While space services flourish, the industrial base ensuring space service sustainability is experiencing enormous challenges. Because an estimated 50 percent of aerospace suppliers are in California, this issue hits hard in the Golden State.

While U.S. space capabilities are the envy of the world, and the U.S. is still clearly the dominant player in space, that leadership will be challenged and is no longer assured. Leadership in global space enterprise must be earned in an environment replete with hungry new global suppliers and new nations everyday entering the spacefaring arena. With a struggling economy, our government’s current approach to acquisition is as focused on cost-control as on expected improvements in perfor-mance, adding to the pressure, especially on small suppliers. Program changes that wipe out years of industry investment have implications on the supply base and the workforce that, while unintended, are crippling U.S. industrial base ability to bounce back. An aging aerospace workforce, coupled with increasing regulation and shortage of industry incentives, tightens the vise. Additionally, government pressures on cost may have the unitended consequence of further reducing the aerospace industry’s ability to invest in R&D, creating a vicious circle that could lead to a downward spiral in our nation’s leadership in space.

The health of the U.S. industrial base has never been in such jeopardy. The number of companies barely hanging on is beginning to alarm policymakers and primes. In some cases critical U.S. materials or technologies are available now from one sole supplier, making systems and programs vulnerable.

One piece of good news is that many are now awakening to the crisis. Pentagon acquisition chief Ashton Carter is quoted in a 2009 DefenseNews article as having stated, “having the best defense industrial and technology base in the world is not a birthright…it’s not about jobs; it’s about certain kinds of jobs: very skilled, very rare kinds of skills that are not easily replicated…” His implied, if not overt, commitment was to align U.S. industrial policies of the Department of Defense with the desire to assure long-term industrial base sustainability. NASA’s newly-articulated exploration policy will also impact the supply base. Numerous supplier councils and collaborative forums exist, including the well-established Space Quality Improvement Council (SQIC) and Space Supplier Council (SSC) facilitated by The Aerospace Corporation and the Quality Leadership Forum (QLF) of NASA. The Aerospace States Association (ASA) has an Aerospace Manufacturing Committee, with participation by the National Defense Industries Association (NDIA), the Aerospace Industries Association (AIA) and the National Association of Manufacturers (NAM). All are now weighing in on strengthening the supply base.

In addition to national efforts to support the space industrial base, the California Space Authority has led a variety of California space stakeholders in a four year supplier transformation initiative. The ini-tiative made major advances in understanding and addressing the needs of 21st Century suppliers. Accomplishments of the team included characterizing the nature of the supply chain transformation; identifying success factors for 21st Century suppliers; developing a comprehensive supplier survey gauging understanding of the new global, digital supplier network environment; articulating for train-ers the common learning outcomes required and conducting a training demo increasing the supplier trainee’s business 15 percent. In addition, CSA hosted for four years an Annual Supplier Forum provid-ing an update of the industrial base environment, with its challenges and opportunities. Topic-specific workshops were developed from key annual issues identified. The initiative was completed with the development of an online supplier self-assessment regarding 21st Century competitiveness, and a web-based four-module Supply Chain Management Course. CSA is now in the process of consider-ing next steps.

The dialogue is heating up, but the issue of sustaining U.S. global technology competitiveness and a strong U.S. industrial base has reached a crisis point. Fragile suppliers are at risk every day. U.S. and California suppliers are hurting and we all agree that they need more than policy papers and powerpoints to survive.

Critical Issue

Credit: DirecTV

Credit: Next Intent


GOAL: Reinvigorate California’s diverse, quality-driven, world-class space-related industrial base in support of U.S. global space leadership

13.0 Implement a redesigned and re-invigorated supplier initiative to address U.S. global competitiveness and reflect current priorities of corporate and government primes, suppliers

13.1 Convene a supplier network advisory committee to provide insight and inputs for refining supplier initiative elements, tools and implementation

13.2 Use industry and government feedback to update the current online supplier self-assessment and Supply Chain Management course, ensuring relevancy and usefulness

14.0 Use an annual supplier network forum to bring together primes, suppli-ers, government and supply chain/network stakeholders for thought-leadership on key industrial base and supplier concerns

14.1 Host an annual supplier forum to keep the industrial base aware of important trends and changes in the global supply chain/network envi-ronment, of industry “hot topics” and of supplier issues and opportunities

14.2 Incorporate into the supplier forum activities and site visits interesting and/or educational for suppliers

14.3 Incorporate into the supplier forum at least one element of content discussing U.S. aerospace-related supplier gaps identified in 15.1, encour-aging suppliers to explore these opportunities either for themselves or as part of a team

14.4 Incorporate into the Supplier Network Forum at least one element of content designed to identify any timely policy or legislative issues for handoff to advocacy team

15.0 Seek suppliers to address critical U.S. supplier gaps, thus assuring health of entire California industrial base

15.1 Using accessible reports, enterprise insight and published documents, identify critical U.S. supplier gaps as potential opportunities for suppliers

15.2 Partner with DOD, DOC and other Federal agencies in leveraging the Aerospace Portal and other enterprise resources to address target Indus-trial Base issues and to foster enhanced supplier opportunity

15.3 Leverage the California Aerospace Portal as a tool to identify capabili-ties and expertise potentially capable of addressing critical supplier gaps identified, aligning critical supplier technology or expertise with networking, matchmaking opportunities provided in the competitiveness element of the California Space Enterprise Strategic Plan

16.0 Promote supplier training opportunities, foster lifelong learning within supplier community to assure sustainability of California space suppliers in an ever-changing global marketplace

16.1 Update and promote supplier online self-assessment, assuring a mini-mum of 30 suppliers/year access the self-assessment


16.2 Provide orientation/training entry points for suppliers to develop situ-ational awareness around supplier sustainability topics

16.3 Determine what supplier sustainability training opportunities are advis-able for inclusion in the supplier initiative, developing a development or promotion/referral strategy for each

16.4 Offer ad-hoc orientation/training on at least two industry “hot topics” annually

16.5 In supplier online overview and on California space enterprise’s Web 2.0 presence, provide information about training resources of both the supplier initiative, as well as traditional supplier training, e.g. Lean Manufacturing

17.0 Develop infrastructure support program for suppliers faced with high-investment new customer equipment/facility demands

17.1 Survey California’s Federal Laboratories for facility/equipment resources available for potential joint supplier use, creating an online database of any resources identified

17.2 Convene supplier forum to explore with equipment providers or other potential sponsors feasibility of joint-use, mixed model facility for instant retooling, flexible resources

18.0 Ensure elected policymaker understanding of the criticality of the U.S. industrial base and the need to bolster the supplier network nationwide

18.1 Develop a white paper for advocacy team delivery to policymakers outlining the benefits of a strong U.S. and California space industrial base, as well as the threats and risks associated with frequent program, budget, policy and mission changes in direction resulting in potential industrial base decline• Articulateinwhitepaperissueofinnovationoftenbeingoutsourcedtosmall

business, without R&D allocation following

• Developpolicymakerrecommendationssuchasacontractelementprotocolto support small business in new innovation responsibilities

18.2 Identify and educate at least two California industrial base champions at the State level and two at the Federal level, encouraging champions to support suppliers through hearings, studies and initiatives

Credit: Aerojet

GOAL: Reinvigorate California’s diverse, quality-driven, world-class, space-related industrial base in support of U.S. global space leadership


Planning and Investment Risk Mitigation

The planning challenges and investment risk of today’s fast-changing environment for space companies, small business and entrepreneurs with no access to technology priorities of key government and commercial customersFor almost a decade now, California space enterprise has had a somewhat consistent set of planning and risk factors to consider. Foundationally, there was always the knowledge that the government aerospace and defense sector upon which much of space enter-prise was originally based was, by nature, cyclical. New aerospace and defense systems and major systems upgrades were infrequent, the industry knew they were coming, and could invest intelligently in these technical areas to advance the needed technologies and be ready for the next big procurement. That surety no longer exists, and it is uncertain if the government will continue to fund all of its cur-rent National Security Space (NSS) missions. Additionally, NSS was carried along by increasing military budgets in times of conflict, but that is not the case currently. While the NASA budget is in flux through disagreements with the executive and legislative branches, the President’s vision significantly expands civil space exploration (reducing manned space missions).

The movement of the responsibility for oversight of export licensing from the U.S. Department of Commerce to International Traffic in Arms (ITAR) regulators in the U.S. Department of Defense several years ago has made cooperation on international space ventures, both of industry and universities, much more difficult and sometimes impossible. The space workforce, as other workforces critical to U.S. technology sectors, was not replacing itself. And it has certainly been a decade or more that California businesses have been lamenting the state’s reluctance to adopt a strong, business-friendly environment and urgency to adopt more and more of a regulatory burden for its thousands of job-creating corporations, small businesses and entrepreneurs.

Judging from the recent dialog in developing the new statewide plan, however, the California space enterprise is facing new and more complex challenges and risks than ever before.

In addition to the issues above, which have not gone away, new challenges include:

•Undetermined costs of the Administration’s new healthcare initiative to companies, small business and entrepreneurs

•The credit crunch and its cash flow impacts on business and entrepreneurs

•Potential cost ramifications of the passing of the potential “Cap and Trade” legislation monitoring and taxing carbon emissions

•Unintended consequences of the massive financial regulations overhaul

•Possible monetary crisis and fall-out to business due to the level of U.S. debt and the servicing of that debt

•Concerns regarding minimum wage and engineers’ overtime compensation

•California’s fiscal crisis and its tax implications

•Eminent domain issues for business property owners

•Encroachment on the territory around physical aerospace assets

The number and significance of these challenges is matched only by what is happening within the space sector itself to create fear and contraction rather than optimism and expansion:

•Cancellations or downsizing of major programs

•Perceived or real trend toward “best price” versus “best value” decisions by government acquisition teams

•Contraction of space industrial base due to fewer program opportunities farther apart

•Perceived lack of a national security space vision

•Perceived lack of a national civil space vision

• Inaccessibility to government technology roadmaps to small businesses/entrepreneurs

•Uncertainty about the technology needs and priorities of the commercial space industry now in development

While major corporations have more options about which customers to pursue and how to better manage resources across the lines of their corporate business portfolio, small businesses and entrepreneurs are at tremendous risk of choosing the wrong program to get in front of, the wrong supplier to carry, the wrong customer to trust. Often right on the edge of survivability, these players are being asked to carry risks formally carried by government or Fortune 500 companies. For these companies, uncertainty is the enemy. And, as one pans across today’s business landscape, uncertainty is all there is to see.

Critical Issue


Credit: The Boeing Company

GOAL: Provide California space enterprise companies, small business and entrepreneurs with tools to mitigate risk, build agility and assist in technology planning to assure survivability and competitive advantage despite today’s uncertain and fast-changing environment

19.0 Develop and promote resources offering training to help space enter-prise survive and thrive

19.1 Offer at least quarterly an online or onsite “Space 101” course for current and potential space enterprise companies, small business and entre-preneurs, characterizing the nature, challenges and benefits of space enterprise, as well as its risks and rewards

19.2 Identify and promote to companies, small business and entrepreneurs semi-annually resources identified for foundational business manage-ment theory/training

19.3 Identify and/or develop at least one risk management course both onsite and online to better prepare companies, small business and entrepre-neurs for managing the inherent risks in the space enterprise arena

19.4 Identify and promote at least quarterly two potential strategic marketing resources capable of assisting companies, small business and entre-preneurs in better understanding the principles of strategic marketing and agility in exploiting in diverse markets their core competencies and unique capabilities

20.0 Leverage critical space enterprise supplier gaps identified in 21.1 to provide diverse opportunities to companies, small business and entrepre-neurs potentially facing program or mission cancellation, policy shifts or significant budget cuts

20.1 Leverage CSA’s California Aerospace Portal as a tool to identify potential partners or customers for core competencies, unique capabilities, espe-cially those aligned with critical industry supplier gaps

21.0 Seek available but difficult-to-find “intel” regarding mid- to long-term technology priorities and technology roadmaps of large-scale commer-cial and government programs as a foundation for more strategic busi-ness and time investment

21.1 Recruit a senior space enterprise advisory group to:• collect,interpretandconvey,inforumsdescribedinCalifornia Space Enterprise

Strategic Plan competitiveness and industrial base elements, critical U.S. sup-plier/technology gaps, potential technology priorities and technology road-map data garnered from public national security, civil and commercial sources

• serveasCaliforniaSpaceAuthorityvolunteerSubjectMatterExperts(SMEs)providing small companies customized, complimentary or low-cost consulting regarding the alignment of their core competencies to industry technology and market priorities on behalf of CSA

21.2 Publish at least annually a summation of advisory group’s findings

22.0 Improve investment risk/planning challenges through strategic advocacy

22.1 Identify at least two opportunities and threats to California-based government space assets/missions, highlighting key points of interest or concern for advocacy team consideration


Attraction and Retention of 21st Century Space Workforce

Attracting and retaining an appropriately trained 21st Century space workforceEchoing warnings provided policymakers and educators for more than a decade by the air and space communities and other high-tech industries, several national reports and policy statements over the past few years have heralded a science, technology, engineering and math (STEM) workforce crisis of monumental proportions. Rising Above the Gathering Storm, a 2005 report by a blue ribbon com-mittee of the National Academies working at the behest of Congress, described the workforce needs of the 21st Century global, technical marketplace and the nation’s current gaps and opportunities in providing a robust STEM workforce. The need for enhancements to K-12 science and math educa-tion were called out by reports of the Business-Higher Education Forum in 2005 and 2007. The 2008 Aerospace Industry Association report Launching the 21st Century American Aerospace Workforce conveyed additional industry concerns about getting enough STEM graduates security clearance-approved and about competing with so many other industries to attract and retain STEM workers.

Policymakers seem to be listening. In a 2010 Congressional address, U.S. Secretary of Education Arne Duncan stated that STEM was receiving special attention in both the 2011 budget and the reauthorization plan. “The world our youth will inherit increasingly will be influenced by science and technology, and it is our obligation to prepare them for the world.” Yet some were dismayed by the fact that a state’s STEM response in proposals for the nation’s new Race to the Top funding competition, the largest educational initiative in history, had only a 3 percent impact on the scoring.

California feels even more acutely the STEM workforce shortage than the rest of the country, as it is home to more of the U.S. technical workforce than any other state. And, as reported by the Center for Excellence in Science and Mathematics Education (CESaME), “The state’s science and engineer-ing workers are mature—nearly 40 percent are age 45 or older…they are preponderantly white (55 percent) or foreign-born (36 percent). Only 10 percent of California’s science and engineering workers are Hispanic.” CESaME states that “California students’ performance in science and mathematics is among the poorest in the U.S.” Achievement gaps between white and Asian students compared to Hispanic, African American and Native American students are significant, with the state’s minority population increasing.

A Milken Institute report emphasized the impacts of the decline in California STEM capacity, “The main threat to California’s status as a top-tier performer in technology and science can be seen in the severe deterioration of its measures of human capital.” Without improvement, the State faces a $2,475 decline in per capita income by 2020. The Public Policy Institute of California anticipates that California will only have 33 percent of the 39 percent of college graduates it needs, with the STEM graduate gap even greater.

Much of the national funding for education is being directed through the Obama Administration’s Race for the Top initiative. California’s entry in the Phase I opportunity for Race to the Top educational funding did not succeed. Phase II funding will be announced September of 2010. If California’s Phase II proposal is not successful, funding for educational reform, remediation for the minority student achievement gap and STEM innovation will become even more problematic.

Critical Issue


Credit: Da Vinci Charter School, Ray Haynes

GOAL: Attract and retain an appropriately trained 21st Century space workforce

23.0 Leverage existing California STEM degree programs to support space enterprise recruitment of appropriate space enterprise professionals

23.1 Establish or enhance relationships with at least three premier California university or state university software engineering-related degree programs, developing and educating a “champion” for space careers in software engineering

23.2 Establish relationships with at least three university or state university engineering or software engineering-related degree programs of Minor-ity-Serving Institutions (Institutions focused on the needs of a minority audience), developing and educating a “champion” for space careers in these fields

23.3 At least annually, host a forum on professional and technical careers in space enterprise, recruiting a minimum of 12 university and/or college advisors, faculty of current STEM degree programs, educating them on the diversity and appeal of space careers aligned with their programs

23.4 Update online catalogue of Systems Engineering educational resources in the California Innovation Corridor

23.5 Promote use of CSA lunar testbed at NASA Ames for university experien-tial learning

24.0 To recruit more space enterprise technicians, leverage advocacy efforts, exploit outreach opportunities and build and/or support high-quality space enterprise-related programs aligned with Career Technical Educa-tion or incumbent worker training

24.1 At least every two years, host a regional forum for target community college contract, degree and/or certification program directors in space-strategic areas to update them on regional space enterprise technician and skill needs

24.2 Establish a relationship with at least three community college Career Tech-nical Education programs within Minority-Serving Institutions, developing a “champion” for space technician careers in appropriate CTE fields

24.3 Provide representative(s) to GetREAL Coalition supporting State Career Technical Education (CTE) programs, presenting Coalition successes at least annually at appropriate space enterprise forums

25.0 Identify, celebrate and build on existing space enterprise high school and elementary programs

25.1 Use CSA-developed STEM Inventory to capture space-related high school and elementary programs or enrichment activities, identifying at least 10 programs/year statewide

25.2 Celebrate existing space enterprise high school and elementary pro-grams with at least one featured program per issue of SpaceBound

25.3 Under the Exploration Uplink program, share the Lunar Testbed at NASA Ames with a minimum of 100 students of NASA Exploration Schools


26.0 Collaborate within the space community on space enterprise education, enrichment, recruitment and retention

26.1 Design an enterprise survey for space enterprise employers to give exiting space professionals. Analyze results of first 50 surveys for commonalities and present retention recommendations as part of a workforce-related panel or presentation

26.2 Develop a rationale and electronic brochure for space jobs, discussing space as a high-growth field, outlining emerging opportunities in both commercial and government space

26.3 Foster development of at least one community-based STEM pathway per year, building on existing space enterprise high school or elementary program, linking K-12 program with an existing higher education STEM program through mentoring, joint activities, instruction, enrichment or program director orientations

26.4 Host at least one forum a year including an element showcasing existing K-12 space-related STEM educational or enrichment programs, highlight-ing space enterprise/program interface

26.5 Provide at least one forum annually to explore joint space enterprise student recruitment and best practices and around recruitment strategies

26.6 Host at least one collaborative space enterprise recruitment event per year

26.7 Foster at least one collaborative opportunity for space enterprise compa-nies inside the U.S. to join companies outside the U.S. in showcasing their workforce development successes

26.8 Create a “jobs bureau” to connect businesses with potential employees and vice versa.

27.0 Leverage development of the California Space Center (CSC) to build space career awareness among students, parents, educators and the general public

27.1 Enhance CSC website space career element, showcasing at least one new space career quarterly

27.2 Include a space career element on California space enterprise Web 2.0 presence

27.3 In CSC educational programming, identify appropriate interfaces for CSC with existing statewide space-related educational resources

27.4 In CSC educational programming, build an element for student explora-tion of space careers

27.5 In development of CSC, ensure at least one element designed to “inspire” visiting students to take up STEM careers

27.6 Develop statewide space-related STEM outreach component of CSC communications plan

Curiosity, formerly known as Mars Sci-ence Labratory, was named by a sixth-grader participating in a NASA naming contest. Credit: NASA/JPL-Caltech

Credit: Quintron

GOAL: Attract and retain an appropriately trained 21st Century space workforce


Thirty Years in Space: Tribute to the Space Shuttle!

Streams of smoke trail from the main landing gear tires as Space Shuttle Discovery touches down on Runway 22L at Edwards Air Force Base to conclude the almost 14-day STS-128 mission to the International Space Station.. NASA photo /Jim Ross

The Shuttle Carrier Aircraft (SCA) are extensively modified Boeing 747s.

Just as at the beginning of NASA’s Space Shuttle program, today, thirty years later near the close out of the program, the Shuttle remains an important symbol of this nation’s technological capability. It’s impossible to gaze up this magnificent flying machine and not swell with pride.

The Space Shuttle is an amazing piece of machinery, a very complex piece of machinery, with over 200,000 separate components that must work in synch with each other for successful mission performance.

The Shuttle is particularly flexible when it comes to missions. From carrying varied payloads, to deployment and retrieval of payloads, and to accomplishing a myriad of tasks on orbit (such as the Hubble Space Telescope repair missions), the Shuttle can do it all.

While the Shuttle was not initially envisioned as a scientific testbed, it has demonstrated its capabilities in this arena many times over. Nearly every flight has included science and technology experiments and demonstrations.

Over its thirty year service period, the Shuttle has flown roughly four times a year, and has been the “ride to space” for about 61% of the 500+ people who have ever been to space.

Here we honor particularly the contributions to the Space Shuttle program by California organizations. A sampling:

•All shuttle orbiters were designed, assembled, and checked-out in California

•Edwards Air Force Base and NASA Dryden Flight Research Center is the primary alternate landing site for the space shuttle and maintain a full capability to support landing, recovery, post-flight processing and turnaround operations

•The space shuttle has landed 53 times at Edwards Air Force Base in California (as of May 2009)

•Twenty-one astronauts were born in California (as of 2008)

•Nineteen astronauts’ home towns are located in California (as of 2008)

•Astronauts received 109 degrees from California universities (as of 2008)

•Crew module and aft fuselage were built by Rockwell (now Boeing) in Downey, California

•All space shuttle main engines (SSMEs) were built in California at Rocketdyne (now Pratt & Whitney-Rocketdyne) in Canoga Park, California

•Many mission critical command and control voice communications systems used by the shuttle program have been developed by Quintron, a California small business

•Shuttle Mid-body or Payload Bay was built by General Dynamics in San Diego, California

•NASA Ames Research Center, California, was critical to the development of the Shuttle non-ablative thermal protection system which was key to creation of the world’s first reusable reentry vehicle


Thirty Years in Space: Tribute to the Space Shuttle!

The Space Shuttle Enterprise rolls out of the Palmdale manufacturing facilities with Star Trek television cast and crew members. From left to right, the following are pictured: NASA Administrator Dr. James C. Fletcher; DeForest Kelley, who portrayed Dr. “Bones” McCoy on the series; George Takei (Mr. Sulu); James Doohan (Chief Engineer Montgomery “Scotty” Scott); Nichelle Nichols (Lt. Uhura); Leonard Nimoy (Mr. Spock); series creator Gene Roddenberry; NASA Deputy Administrator George Low; and, Walter Koenig (Ensign Pavel Chekov). Courtesy: NASA

•Over 35,000 hours of wind tunnel testing of the Shuttle design was conducted at NASA Ames Research Center in California

•Flight simulators developed at NASA Ames Research Center, California, were used to verify the guidance and control system and study handling qualities system including aerodynamic-space control system interactions

•A complete space shuttle launch and landing facility was constructed at Vandenberg Air Force Base in California

•NASA Dryden hosted Approach and Landing Tests (ALT) for the space shuttle prototype Enterprise in 1977

•AFRL - High speed turbopump mechanisms and liquid rocket engine development of AFRL laid foundation for Shuttle’s main engines

Congratulations on a job well done!


Space Enterprise Strategic Plan 2010-2012 ParticipantsWally Aguilar, Economic Development Analyst, State of California, North Hollywood

Joseph Ahn, Manager, Division Public Affairs, Northrop Grumman Corporation, Los Angeles

Edward T. Alexander, Jr., Corporate Lead Executive, Space & Missile Systems, Northrop Grumman Corporation, Redondo Beach

Dr. Kathleen R. Allen, Professor of Clinical Entrepreneurship, University of Southern California, Los Angeles

Jose Anaya, Dean of Community College Advancement, El Camino College, Hawthorne

Dr. Paula J. Arvedson, President, Satellite Educators Association, Pasadena

Dr. Edward R. Avila, Sr. Engineering Manager, Lockheed Martin Corporation, Santa Maria

Rodney L. Babcock, President/Chief Executive Officer, Next Intent, Incorporated, San Luis Obispo

Frank Backes, Chief Executive Officer, Braxton Technologies, Colorado Springs

Dr. Peter Banks, Chief Executive Officer, Astrolabe Ventures, Palo Alto

Glenn Barney, Vice President, Business Development, COM DEV USA, El Segundo

Lynn Baroff, Hacienda Heights

Dominick Barry, Vice President, Strategic Programs, URS Corporation, Santa Maria

Bruce M. Bender, Acting Director, United States Air Force, Los Angeles

Tim Bennett, Business Representative, IBEW Local Union 413, Buellton

Dr. Eric Besnard, Professor, California State University, Long Beach

Diane Betzler, Staff Writer, Aerotech News and Review, Lancaster

Gerald “Jerry” Blackburn, President, Aerospace Legacy Foundation, Downey

Richard (Dick) Bowen, Project Manager, Stellar Solutions, Palo Alto

James B. Boyle, Director, Delta IV Launch Site, United Launch Alliance (ULA), Vandenberg Air Force Base

Jennifer Bruckner, Executive Director, Industry Initiatives for Science & Math Education, Santa Clara

Col. David Buck, Commander, U.S. Air Force, Vandenberg Air Force Base

Elizabeth Burkhead, Membership and Events Director, California Space Authority, Santa Maria

Greg Burner, Vice President/Chief Information Officer, Wyle, El Segundo

John L. Buzz Buzzatto, Director, Space Systems Chief Engineer, Scitor Corporation, El Segundo

Linda Care, Customer Relationship Manager, Glovia International, El Segundo

Greg Caresio, Chief of Program Requirements, U.S. Air Force, Vandenberg Air Force Base

Sharon M. Charles, CPIM, Proposals and Solutions, Glovia International, El Segundo

David James Chow, Los Angeles Air Force Base, El Segundo

Corby Lenar Clark, Vice President, United Paradyne Corporation, Santa Maria

Sharon K. Clark, Director, Human Resources Training and Organizational Development, Aerojet/GenCorp, Sacramento

Dr. Robert Conger, Vice President, Microcosm, Incorporated, Hawthorne

Victoria Conner, Principal, Strategic Vitality, LLC, Santa Maria

Amy Connors, Systems Engineer, Stellar Solutions, San Mateo

Christopher Cool, Sector Vice President, Quality, Northrop Grumman Aerospace Systems, Redondo Beach

Roger D. Copeland, Corporate Comm/Public Affairs Officer, U.S. Navy, San Diego

John F. Daegele, Sector Vice President, Systems Engineering Integration & Test, Northrop Grumman Aerospace Systems, Redondo Beach

Eric Daniels, Director, State and Local Government Relations, California Space Authority, Sacramento

Larry D. Davidoff, Business Development, The Boeing Company, Huntington Beach

Dean E. Davis, Senior Principal Aerospace Scientist/Engineer, The Boeing Company, Manhattan Beach

Leslie G. DeLong, Associate Systems Director, Compliance Directorate, The Aerospace Corporation, Los Angeles

Patrick J. Devine, Director, Lockheed Martin, El Segundo

Jo Marie Diamond, Vice President, Connectory.com, East County Economic Development Council, El Cajon

Angela Diaz, Consultant, West Lafayette, Indiana

Janice Dunn, Deputy Director, California Space Authority, Santa Maria

Derek Elder, Account Manager, SGIS, Pasadena

Raymond M. Elledge, Program Manager, CMTC/CACT Cerritos College, Costa Mesa

Ryan Elliott, A.T. Kearney, Incorporated, San Francisco


Space Enterprise Strategic Plan 2010-2012 ParticipantsMatt Everingham, Mountain View

Patricia Feingold, Stellar Solutions, Palo Alto

Celeste Ford, Chief Executive Officer, Stellar Solutions, Palo Alto

Jamie Foster, Chief Operations Officer, California Space Authority, Santa Maria

Trevor Foster, Vice President of Technology, Empirical Systems Aerospace, Pismo Beach

Mike Fuhr, Director, Discovery Science Center, Santa Ana

Dan Gagne, Manager, A.T. Kearney, Incorporated, San Francisco

Dr. Dennis Galligani, Executive Director, ARCHES, Irvine

Michael J. Gallo, President/Chief Executive Officer, Kelly Space & Technology, San Bernardino

Randall (Randy) Garber, Vice President and Partner, A.T. Kearney, Incorporated, San Francisco

Hany M. Girgis, Chief Executive Officer, SGIS, San Diego

Beverly Girten, Deputy Director, NASA Ames Research, Mountain View

Kathryn Grady, Director of Corporate Foundation Relations, Hispanic College Fund, Los Angeles

Andrew Green, Vice President, A.T. Kearney, Incorporated, San Francisco

Kathleen A. Griffith, Lompoc

Lisa M. Hague, Associate Director, The Aerospace Corporation, El Segundo

Jim Hanna, Director, A.T. Kearney, Vienna

Col. Paul R. Hardy, Commander, 95th Communications Group, United States Air Force, Edwards AFB

Linda R. Harris, EVP-Board of Directors, SGIS, San Diego

Kevin Allen HaumschiltDr. Ray M. Haynes, Director, STEM Integration, DaVinci Charter Schools, Holly Glenn

Christoph Heiss, Chief Executive Officer, AnewWorld Consulting, Palo Alto

Chris Hoeber, Senior Vice President, Space Systems/Loral, Palo Alto

Allen Hoffman, Site Manager, Integrated Defense Systems, The Boeing Company, Hawthorne

Wendy Holforty, NASA Ames Research Center, Mountain View

G. Scott Hubbard, Carl Sagan Chair for the Study of Life in the Universe, SETI Institute, Palo Alto

Col. Jerry L. Indy, Commander, 95th Air Base Wing, U.S. Air Force, Edwards Air Force Base

Thomas R. Ingersoll, Chief Executive Officer, Universal Space Network, Newport Beach

Dale L. Jensen, M.S., P.E., Executive Engineer, JENTEC Technology, Engineering & Consulting, Lawndale

Julie Anne Jiru, Space Exploration Technologies, Hawthorne

Kellie Johnson, President, ACE Clearwater Enterprises, Torrance

Ray F. Johnson, Vice President, Space Launch Operations, The Aerospace Corporation, Log Angeles

Ronnie Johnson, Market Analyst, United Launch Alliance, Huntington Beach

P. Alan Jones, Vice President, ATK Space Systems, Goleta

Chris Kalivas, Director, Pratt & Whitney Rocketdyne, Westminster

Mat Kaplan, Senior Director, Technology & Development, California State University, Long Beach

Wayne R. Kauffman, Director, Business Development, Raytheon, El Segundo

Alan Keisner, Market Analyst, Space Exploration Technologies, Hawthorne

Petros Kitsos, Managing Principal, TBL Strategy/TBL, LLC, El Segundo

Eloisa Klementich, Assistant Deputy Secretary, Business, Transportation & Housing Agency, Sacramento

Srini Krishnaswamy, Vice President/Office Manager, URS Corporation, Los Angeles

Brig. Gen. Leonard F. Kwiatkowski, USAF (Ret.), former VP/GM Military Space Programs, Lockheed Martin Space Systems Company, San Jose

Jim Latson, Western Regional Sales Director, Analytical Graphics, Long Beach

Ann Lewis, Director, Academic Support, Embry-Riddle Aeronautical University, Oakland

Jim Long, Executive Director, Aerojet/GenCorp, Sacramento

Gabriel Lozanol, Administrative Assistant, NASA, Moffett Field

Robert Lyells, Director, Supply Chain Operations, Raytheon, El Segundo

Thomas MacCalla, Ed.D., Executive Director, National University Community Research Institute, La Jolla


Gordon Maccani, Chief Executive Officer, Digital Telecommunications Corporation, Van Nuys

Joanne Main, President/Chief Executive Officer, Atascadero Chamber of Commerce, Atascadero

Richard C. Mains, President/Chief Executive Officer, Mains Associates, Berkeley

J. Campbell “Cam” Martin, External Affairs Director, NASA, Edwards Air Force Base

Gary L. Martin, Director, New Ventures & Communications Directorate, National Aeronautics & Space Administration (NASA), Moffett Field

James E. McGlothlin, Chief Executive Officer, Quintron Systems, Santa Maria

Cynthia McClure, Marketing Manager, AECOM, Los Angeles

Hayley McGuire, Air Force Liaison, The Boeing Company, Manhattan Beach

George Melamed, Chief Executive Officer, UDASH, Incorporated, Simi Valley

Lee G. Meyer, Southern California Representative, Aerojet, Bakersfield

Julie Mikula, Division Chief of Strategic Management and Analysis, NASA, Moffett Field

Randa Relich Milliron, Chief Executive Officer, Interorbital Systems, Mojave

Michael Mindt, Los Angeles Site Manager, Odyssey Systems, Los Angeles

Renee A. Mitchell, President, RMV Technology Group, Clayton

Gregory Mueller, Course Director, United States Air Force, Los Angeles AFB

David J. Murphy, Director, The Boeing Company, El Segundo

Diane Murphy, President, X Prize Foundation, Manhattan Beach

Daniel Nebel, Senior Business Development Manager, General Dynamics, Los Angeles

Dr. Jeff Newmeyer, Manager, Lockheed Martin Corporation, Palo Alto

Dr. Mohammad Noori, Professor, Mechanical Engineering Department California Polytechnic State University, San Luis Obispo

Stephen D. Nordel, Director, Raytheon Company, El Segundo

Stephen T. O’Neill, President, Boeing Satellite Systems International, Los Angeles

Dr. Richard P. O’Toole, Executive Manager, Office of Legislative Affairs, Jet Propulsion Laboratory, Pasadena

Denise Parker, Manager, Business Development, Southern California Edison, Irvine

John Parsons, Councilman, District 5, City of Redondo Beach, Redondo Beach

Christine Pearson, Business Development, Martinez & Turek, Rialto

Robert A. Peckham, Director of Business Development, The Boeing Company, El Segundo

Stephen R. Perry, Managing Director, Janes Capital Partners, Irvine

Dr. Clifton B. Phillips, Assistant Program Executive Officer for Engineering, Space and Naval Warfare Systems Command, San Diego

Julie Ann Phinny, Sr. Business Development Manager, L-3 Communications, La Habra

Rick Pierce, Senior Systems Engineer, Stellar Solutions, Palo Alto

Betsy Pimentel, Vice President, Stellar Solutions, Palo Alto

Jim Pinyan, Senior Director, Business Development, Wyle, El Segundo

Michael Pitts, Vice President/Commercial Banker, Santa Barbara Bank & Trust, Santa Maria

William J. Pomerantz, Space Prizes, X Prize Foundation, Playa Vista

Laura Pope, Stellar Solutions, Palo Alto

Christine Purcell, Hermosa Beach

Dr. Al. K. Rajput, Principal Consultant, Rafi-Rural Advancement Foundation International, Dana Point

Robert I. Recker, Jr., President/Chief Executive Officer, Aequus Holdings, LLC, Orinda

Dan Reeder, Marketing Services, Wyle, El Segundo

Bob Rice, Director, Operations, Mojave Air & Space Port, Mojave

Annette T. Rodrigues, Government Relations Manager, Lockheed Martin Corporation, Sunnyvale

Dr. Stanley G. Rosen, Consultant, Los Angeles

Dr. Ivan M. Rosenberg, President and Chief Executive Officer, Frontier Associates, Valley Village

C.E. (Chuck) Rudiger, Business Development, Lockheed Martin Corporation, Palo Alto

Stacy Rue, Lockheed Martin Corporation, Sunnyvale

Edward M. Salem, Chancellor, Space and Missiles Systems Center (SMC), Cypress

Roz Samia, Account Manager, California Manufacturing Technology Consulting, Torrance

Space Enterprise Strategic Plan 2010-2012 Participants


Julie A. Sattler, Vice President & General Manager, Lockheed Martin Corporation, Sunnyvale

Dr. Johann Schumann, Senior Scientist, Universities Space Research Association (USRA), Moffett Field

Andrea Seastrand, Executive Director, CSA, Santa Maria

Charlie Shaeffer, Director, Design & Analysis, Aerojet/GenCorp, Sacramento

Lt. Gen. John T. “Tom” Sheridan, Commander, Space and Missile Systems Center, U.S. Air Force Commander, El Segundo

Laurel Shockley, Project Manager, Economic & Business Development, Southern California Edison Company, Valencia

Richard E. Shope III, Education Director, World Space Foundation, Whittier

Gwynne Shotwell, President, Space Exploration Technologies, Hawthorne

Jim Simpson, Vice President Business Development, The Boeing Company, El Segundo

Dr. Sachidanand Sinha, President, Sinha & Company, Irvine

Mark N. Sirangelo, Vice President/Chairman, SNC Space Systems, Sierra Nevada Corporation, Poway

Dr. Diane Siri, Executive Director, ARCHES, Watsonville

Frank A. Slazer, Business Development, Northrop Grumman Corporation, Seal Beach

Linda Kenny Sloan, Information Universe, Carson

John Spencer, Founder and President, Space Tourism Society, Los Angeles

Lewis H. Stanton, Managing Partner, Stanton Associates, Studio City

Douglas D. Strother, Senior Staff Engineer, L-3 Communications, Torrance

David Sutton, Business Development Director, L-3 Interstate Electronics Corporation, Anaheim

Alfred Tadros, Director, NASA/Civil & DoD Programs, Space Systems/Loral, Palo Alto

Lt. Gen. Eugene L. Tattini, USAF (Ret.), Deputy Director, Jet Propulsion Laboratory (JPL), Pasadena

Thomas D. Taverney, Sr. Vice President, Space Systems Development, Science Applications International Corporation (SAIC), Seal Beach

Tom Thailkill, Director, Supplier Management, The Boeing Company, Hawthorne

Ken Torok, Vice President, Navigation & Communication Systems, The Boeing Company

Aaron M. Tout, Senior Member of the Technical Staff, The Aerospace Corporation, El Segundo

Rick Tumlinson, President, Orbital Outfitters, North Hollywood

Judy A. Turner, Collaborative Solutions, La Crescenta

Captain Scott Tyley, General’s Aide, United States Air Force, El Segundo

Michael Van Scoy, Cerritos

Marvin D. Vander, Vice President, Space Exploration Technologies, Hawthorne

Robert J. Vermillion, ESD & Product Safety Engineer-iNARTE, CPP/Fellow, RMV Technology Group, LLC, Moffett Field

Barry Vince, Vice President, Two Roads Professional Resources, Huntington Beach

Marty Waldman, Chairman, Space Information Laboratories, LLC, Santa Maria

Dana Walker, Sherman Oaks

Hal Walker, Board Chairman, International Science Discovery and Learning Center, Los Angeles

Daniel W. Walsh, Associate Dean, California Polytechnic State University, San Luis Obispo

Gabe Watson, Vice President STSS, Northrop Grumman Aerospace Systems, Redondo Beach

Ray Wells, Corona

Craig Wesser, Director, Quality Safety Mission Assurance, Northrop Grumman Aerospace Systems, Redondo Beach

Dan White, President, COM DEV USA, El Segundo

Scott Williamson, Vice President, Program Development/General Counsel, Universities Space Research Association (USRA), Columbia

Stuart O. Witt, Airport Manager, Mojave Air and Space Port, Mojave

Jay Witzling, Witzling & Associates, Irvine

Michael Wurzell, Sr. Manager, Supply Chain Management, Raytheon, El Segundo

Mr. David Zabalaoui, Director, Business Development Operations, Northrop Grumman Aerospace Systems, Redondo Beach

Space Enterprise Strategic Plan 2010-2012 Participants


Implementation of the 2010-2012 Strategic Plan

Implementation of the Plan will take a different form from years past. Previously, Collaboratives were formed around each of the five Strategic Initiatives and in some cases, sub-Collaborative groups worked as well. These Collaboratives were, in essence, standing committees responsible for the implementation of their section of the Plan.

Rather than form and maintain standing Collaboratives on the vari-ous initiatives, this Plan’s implementation process will be less struc-tured, more “in the open” (i.e. on the web), and provide easy on and off ramps to allow the greatest amount of participation by very busy people. All participants will have access to information on all activities, and be welcome to join (and leave) any activities as their interests and schedules permit.

Keeping track of all this activity going on in a rela-tively unstructured manner will be challenging. A web 2.0 platform will be utilized to provide tools for project management (e.g. progress on tasks/objec-tives), collaborative document development, com-mon calendaring of events and activities, discussion arenas, instant messaging, online whiteboarding, and the like. Permissive use of the system will allow multiple levels of access for different users and/or user groups. The availability and cost of hosted solu-tions for such platforms has dramatically improved since the last Plan was developed and moved into implementation in early 2007.

The new implementation strategy will allow more flexibility and encourage great-er stakeholder participation. In being responsive to stakeholders regarding the implementation process, it is hoped that the number of stakeholders volunteer-ing to support implementation efforts will increase significantly.

© 2010, California Space Authority

California Space Enterprise

2010-2012

STR ATEGIC PL AN

The California Space Authority serves as the “Trustee” of California space enterprise strategic planning, facilitating the development and implementation of periodic statewide strategic plans for the space enterprise community. Governed by a statewide board of directors, the California Space Authority (CSA) is a nonprofit corporation representing the interests of California’s diverse space enterprise community in all three domains: commercial, civil and national defense/homeland security. Working closely with the State of California, CSA partners with industry, government, workforce entities and academia to facilitate statewide space enterprise development.

SPONSORS

Space Exploration Technologies

ATK Space Systems

The Boeing Company

Lockheed Martin

Northrop Grumman Corporation

Raytheon

Southern California Edison

Universities Space Research Association (USRA)

Westberg + White Architects and Planners

Wyle

Aerojet/GenCorp

ARES Corporation

Bridge View Resources, LLC

California Polytechnic State University, San Luis Obispo

Delaware North Companies

DIRECTTV

General Dynamics

Pratt & Whitney Rocketdyne

Quintron Systems, Incorporated

Space Systems/Loral

Documents

California Space Enterprise Strategic Plan 2010-2012