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The majority of space activities (operations and associated space intelligence and training units and space acquisition organizations) in the Department of Defense should be moved into the Space Force

• Headquarters, Space Force, should include key functions essential to the independence and identity of the service (i.e., operational concepts and doctrine development; requirements development and advocacy; planning, programming, budgeting, and execution; and legislative liaison and public affairs).
• The proposed transfer of activities into the new service would likely create new seams between the Space Force and other services and organizations.

The Space Force will need people skilled in space operations, space intelligence, space acquisition, and other STEM disciplines

• Given the Space Force's small size, only a few career fields will be organic within it. Other career fields that require substantive space knowledge but cannot be sustained within the Space Force will continue to reside in the Air Force, necessitating close collaboration between the two services.
• The Space Force will likely need to draw about one-half of its general officers from the Air Force or other services for the foreseeable future.

The Space Force would face challenges in achieving effectiveness, efficiency, independence, and identity

• If the Space Force is limited to being a force enabler rather than directly engaging in combat, then it will have difficulty demonstrating its effectiveness, justifying its existence as an independent service, and developing a distinctive identity.
• The small size of the Space Force relative to other services has the potential to limit its leverage in the defense community.

The Department of Defense is creating the Space Force as an independent service within the Department of the Air Force to ensure access to, and freedom to operate in, space and to provide vital capabilities to joint and coalition forces in peacetime and across the spectrum of conflict. It has been 72 years since the United States last created a new military service, the Air Force. The other military services date back to the first years of the American nation. Because the Department of Defense does not often create military services, this is an opportune time to consider the implications of creating an independent Space Force.

RAND developed an analytic approach to determine which units to bring into the Space Force. The authors asked how a transfer might affect any of the following four organizational attributes: effectiveness, efficiency, independence, and sense of identity. Then, the authors assessed a set of career fields to consider whether they would be sustainable in the Space Force. These analyses are complemented with an examination of other organizations that the Department of Defense has created to gain insights into potential challenges that the Space Force might face as it stands up and grows into its role.

• Chapter One

  Introduction

• Chapter Two

  Contextual Background for the Space Force

• Chapter Three

  Planning for the Force: Analytic Approach for Determining Which Activities Should Transfer to the Space Force

• Chapter Four

  Planning for the Force: Activities and Organizations That Should Transfer to the Space Force

• Chapter Five

  Career Field Sustainment Within the Space Force

• Chapter Six

  Lessons from the Creation of Other Military Organizations

• Chapter Seven

  Charting an Adaptive Approach to Implementation

• Chapter Eight

  Conclusion

• Appendix A

  Case Studies: Other Examples of Organizational Change

• Appendix B

  Career Field Sustainability: Acquisition Officers