Draw solutions from a commercial sector. The russian invasion of ukraine has demonstrated how data can be for u. S. Government for National Security purposes. These developments bring to the floor questions of adversary against Space Systems owned by u. S. Space commercial operators and the space force should address this challenge. The space force has released long anticipated strategy which outlines how the Space Force Plans to incorporate commercial systems and explore partnerships with and send signals to industry collaborateors. The strategy addresses the questions safeguarding space assets in conflict. What does it mean for the future of Space Security and how will it shape the future of u. S. Space force. To discuss these questions, we are fortunate to be joined by deputy chief of Space Operations, strategy, plans and programs and requirements Lieutenant General shop bratton who will insights on the future of Space Security. As the chief strategy and resourcing officer, he has overall responsibility for the strategies, requirements and budget of the United States space force. General bratton has led a military career and served in staff positions and Northern Command director of space forces, commanded 175th Cyber Space Operations Group and Deputy Director for operations United States space chand. Prior to this command he was the first exander of Space Training and ready command. Thank you for your leadership and moderating is clemen tine stallinger the director of the Program Meetings like this are essential in developing sustainable nondevelopmental strategies to face the challenges. The Center Honors the legacy of service of general Brent Scowcroft and his commitment to the cause of security and support for u. S. Leadership and partnership with u. S. Allies and partners and mentorship. Consistent, the centers forward Defense Program connects stakeholders to promote enduring military advantage for the United States, allies and partners. Its work identifies strategies, capabilities and resources for the United States to prevail in future conflict. This event is public and on the record and encourage audience to direct questions to identify yourself and affiliation and we will be collecting the questions throughout the event and we will pose some of these questions to Lieutenant General bratton and join the conversation by following a. C. Scowcroft. Thank you for joining and i would like to turn to the moderator. Thank you for joining us and fantastic to see folks in the audience and thank you to our turning in online. We have an hour today to dig into u. S. Space forces space strategy. Im going to pose questions i would like to include questions from in person and our audience and please pose your questions to askadorgan i will pose and identify yourselves and affiliations and kind of know who is asking the questions. Thank you for being here. Congratulations first and foremost on the release of your first ever space strategy and striking acknowledgement of the transition that is taking place in the space environment over the past 20 years and new kinds of space actors. We have a booming u. S. Andal gid space and increased access to space than ever before so that creates a bunch of opportunities and potential challenges and adds to a congested and contested space environment. To kick us off, walk us through why the space force decided to release this strategy and how it outlines the broader goals and missions of the u. S. Space force . Thanks for letting me come here. We were talking before the show and first time coming to Atlantic Council. Thanks to you and the team for everything you do and hosting us today for the audience here and online. It sounds like you are an expert. With the introduction, you nailed it. We are trying to do so many things and the environment is changing fast. And we have worked with commercial industries. Its not like a brand new idea to work were commercial. What general stats man wanted from the team and charged my team was to hold ourselves accountable. How do we think about with our interaction with commercial and maybe a little uncomfortable and go into new areas and havent partnered with commercial as much and build on this long history and worked with commercial partners like Satellite Communications. But write that down and measure ourselves against it, hold ourselves accountable and get feedback most importantly from outside the department on folks on how are we doing and how can we do better. You have to put something out there and whether they like it or dont like it, actually read it and give a feedback. That was the primary goal of writing something down and publishing it. And im hoping today we can get questions from the commercial folks in the room and hopefully. So pose your questions or post your feedback. I want to talk about what difference. The generals can say that it pivot to a new model the interrogates commercial and commercial. So is so new about this model, a way of doing business and maybe if you could reflect a better in practical terms what kinds of different new or improved mechanisms and approaches will the space force take with working with the commercial sector that is different . I think there is a lot to talk about. Historically, we have always received commercial services, paid for commercial services in ways we were sort of very comfortable satellite and partly driven by the rapid increase in commercial Space Capabilities that we see over the past 10 years and even shorter time frames so that increased commercial development brought new capabilities available to us. The reality for the department of defense is we think about how do we leverage commercial to be more agile and move out of our traditional stovepipes of acquisition products and take advantage of rapidly moving commercial enter prize and in ways we have to stretch ourselves. Im going to lease satellite band width from you but beyond that services this goes to your point on integration, not just better contracts and agility aspect but how do we work with commercial with what might be a spectrum of conflict and what does that look like and interoperability and integration in light of having commercial partners with us and we have taken some steps in this area. And Operations Center out there is maybe a step we are trying to push ourselves to go further. In some of some of these new missionaries where we havent talked about commercial partners in integrating in this way and we are trying to push some boundaries. We dont know the answers or have a Crystal Clear. But the possibility is there and leverage commercial to help us provide that clarity and see where we can go in some of these areas. To take a step back, i want to talk about how the space enenvironment is evolving. The ultimate goal of the strategy is to create a more diverse, resilient architecture. From a competition perspective why is that needed and how will the strategy help the space force with the modernization and resiliency of Space Architecture . Gen. Bratton both strategies are laying them out. Thats an attribute. Tay is probably true for any organization. But we want to make sure we have the best chance of success and create the greatest opportunity of success in delivering a capability whether it is the traditional Satellite Communications or surveillance and recon acance activities. How do we think about our reliance on commercial and integrating them as a partner. How does that change through the spectrum of conflict. May be easier to see. As you transition like competition and conflict, im sure there are commercial industry and what is their level of comfort and have these conversations now and think about one of the mechanisms we use to leverage commercial. Well need it. We cant afford just to build everything that the Space Force Wants or objective force or force we need for competition and conflict. Commercial offers so many opportunities to input peace time to leverage that. In some ways the agility and innovation we see commercials ability to flex and change and respond. What we would say a threat but change in market condition and how we have observed that across the Space Enterprise is amazing to us and trying to harness that energy. I do think what struck me was the dimension of integration and commercial across the competition. That stuck out to me what that looks like in engaging in commercial. And you mentioned the office of the commercial innovation strategy. And comes on the heels. How do the two documents relate . Gen. Bratton we worked closely with the team and Strategy Department within the space force. There is a lot of sin kron niecessation there and making sure we release the right documents in the right order at the right time and we were looking for from the secretary of defense and from that level and addressed a couple broader topics within the space force. And we are focused on protection of capabilities during time of conflicts and continue that delivery mechanism. There are folks on the same things but a different understanding in the obligation of the service to do that underneath the guidance of the secretary. I appreciate the work, the policy team as they worked with us on sort of kept that was in our document and i wouldnt say we colluded, but we did meet and discuss some ideas and some things we were looking from them. So there was a lot of sin kron niecessation of the documents. Just to pull the thread, i guess, reading the d. O. D. s space commercial strategy. 13 missionaries. And allocate those missionaries into three different categories. First being government primary missionaries where the government will remain performing those functions. Combat, command and control and position, navigation and timing. The second is hybrid where hybrid mix of government and commercial and cyber Space Operations, Satellite Communications and third, commercial primary missions where most functions will be performed by by commercial. So then in the space strategy, you have eight named missionaries highlighted. How did you land on those eight missionaries and how they aligned with the d. O. D. s 13 and what eight missionaries do you have an order in which you are prioritizing those or is every child equal . Gen. Bratton theres a background discussion how we articulate and ask the budget team they are articulated and in doctrine, we articulate them another way. There are different thoughts it does outline the is 13 and where the policy started. Of those we took the ones that we thought i dont know if comfortable is the right word but the one we thought we could integrate with commercial ones and did not address. They called out and heres the areas we are not. We identified the eight that are more willing. Great discussion is what is in the hybrid model or how much are you willing to go, 30 , 40 or 50 . Well, were not sure if we are too far, well thats too much reliance on commercial and you wrote a paper on this last fall that i thought was great. Just to give you proposes props. But it went right at this issue on. We have an obligation to provide for the joint force to protect our spacecraft and exaights on orbit. And so if we are talking about interoperability, we cant draw a line and say this is we are not accepting commercial in this space and find ways to bring them in and capabilities they have and tear ability to respond to threats and what we have seen in current conflicts within the world, those are capabilities tay we want access to. We are trying to find that balance and i wouldnt say we have settled on a percentage but its the discussion we want to have on how much can we bring in. More is better. We want to have a discussion with industry, well, how does it look like to industry, what is your level of comfort and committing and gets to contract language but committing to providing those services. What does it look like to a commercial company and the dialogue beyond which, interoperability and integration, we just shouldertoshoulder operations and sharing information and discussing threats, were demanding or asking depending on the language that we agree on for specific services at a time and place to meet the needs of the joint force. But i see that very clearly through the military lens and i need to see what industry thinks of it and why public strategy that we have to write this down and get it out there and get reflections and feedback and things we wont have thought about. That sounds great from the department of defense but heres what it looks like from the commercial side and goes into the why as to start those discussions in a more meaningful way. As a followup of those eight missionaries. Some missions might shift from government, primary to hybrid and commercial primary. And as they mature and military requirements evolve, could i ask a tricky question to answer, what are the missionaries that are going to transition from that government primary to hybrid and the eight physical ones you have in mind. If you task the commercial sector to double down, what kinds of capabilities would you be most interested in seeing commercial mature . Gen. Bratton i think and the answer is where are we willing to put our money. Domain awareness is on the uptick and we are relying on commercial to keep track and providing data and sharing data of what is happening in the domain. Maybe we are already there. There will be continued growth in that area. When i step beyond those and those that enlisted, start talk about navigation and timing and environmental monitoring, i would say we are probable there in earth observation in in electrooptical. I think we are already there. But some of these other areas we are trying to understand what is possible and what makes a. I smiled and talked about mobility and logistics. That is our least mature area. We dont know what is the case for utility and a lot of discussion from u. S. Space command and how do we think about that and when we went full commercial in a area that is immature and saying commercial lead us to, we are not sure of what to make of it. Like we know what we need for navigation and timing and very mature area and we hold little more tightly to that one. It maybe is an example and taking risk here but we want to not have to figure this out on our own but partner and leverage commercial. And tay drifts about how we think about futures command and how we are trying to get our eyes further down the road and see if they can help us figure it out. You touched on this on concept levels and to embrace it requires a bit of a mindset and what the government and commercial sector. Reintegrating with the commercial sector not just contracting out services. What are your thoughts from this cultural shift that needs to take place to embrace. And what is overreliance . How do you measure that risk . Gen. Bratton we had that discussion in relation to the budget. And building a budget for any given year. The true proof is when we dont spend money to develop a capability and rely on commercial for that. In space these things have been done by the department of defense for the joint force. I think there is a little bit of soul searching of lets understand why it makes us uncomfortable and being able to measure the risk. If we rely 100 on commercial for any exaibilityd, how do we ensure that capability is going to be there when we specifically in conflict . And there are areas where we would be unwilling to take that risk or sort of inherptly military things that we would keep in the department. But there ares a lot of areas that stand both ways, domain awareness and we want to keep keep track of an adversary all the time. If its the capability that is threatening to us that makes the joint commanders uncomfortable, how do we feel relying on a commercial company to keep track. How do we feel about that in air or land domain and there are lessons how they have drawn this line and navy and air force contract things out and there is a long history there. In these areas, its just new to us, so we are learning and commercial is going to help us get more comfortable and many examples where we have a Great Association with the commercial industry and delivered for us every time. But i think its a twoway conversation and we have to look at what it means to the commercial industry as well, what makes them uncomfortable and then contractual language and how do you implement that. On that twoway conversation, i want to talk about risk to the commercial sector. And you have seen the benefits of commercial satellite, spacex, silent constellations. Like, who, what, when, how do we protect those commercial assets should they be part of the commercial infrastructure. This is a space force only kind of thing to answer, but how were you thinking about the risk factors and services. [indiscernible] gen. Bratton we have invited commercial to come and participate. The discussions end up right in this space what is the department and what is the space force going to ask for and the existing language before conflict and leaves us some sort of discussion about insurance and indeem any fix. And i think the d. O. D. Level strategy goes right after addressing that point and there are some things now and where we may need legislative help if we decide to go down that road. Can we clearly articulate and what we need it and do we on the department of defense side understand the total capability . Are we relying on 100 commercial or something less than that. Is it augmentation . This is interoperable operations which increasing our reliance and as you are setting up these goals and there is much to learn here. And set up these vehicles, this is bay we are going to ask you to do, what does it look like in a conflict, what is the risk the companies are assuming and mitigate that risk as we are trying to mitigate for ourselv