Space Force Adds $196 Million More for Its Long-Delayed GPS Control System

Space Force Adds $196 Million More for Its Long-Delayed GPS Control System

Nearly 15 years and $8 billion after launching a project to build a completely new ground system to manage GPS satellites, the Space Force is pouring another $196 million into its long-delayed GPS Operating Control Systems, known as OCX.

Contractor RTX, however, may be wearing out its welcome with Space Force leaders. The latest contract modification, issued Nov. 27, is “an undefinitized change order modification,” a change that does not represent a new option award, a new program, nor an engineering change proposal.

Indeed, it’s possible RTX would not even be eligible for such awards, given its performance on the OCX program. Originally foreseen as a six-year contract in 2010, with delivery in 2016, only Block 0 of OCX is currently in use. Blocks 1 and 2 remain unfinished, even though, according to a Department of Defense contract announcement, the Pentagon has now spent almost $4.49 billion on them.

The Government Accountability Office now estimates DOD has spent more than $8 billion on all the blocks of OCX, includig $433 million on Block 3F meant for future GPS IIIF satellites. The program has drawn the ire of watchdogs, lawmakers, and the Space Force’s top acquisition official, Frank Calvelli, assistant secretary of the Air Force for space acquisition, who has called OCX “troubled,” an “albatross,” and a “problem child.”

Calvelli has said repeatedly he wants to get the program across the finish line and into operations, but that now seems impossible on his watch, as the current administration will turn over in January with the inauguration of President Donald J. Trump.

In early 2023, Calvelli said he wanted to field OCX that year. By November, he pushed the timeline to summer 2024. In February 2024, the Office of the Director of Operational Test and Evaluation estimated that the Space Force would not field OCX until March 2025 and not operationally accept it until July. 

In May 2024, Calvelli told lawmakers in written testimony that he was hoping to transition the program to operations by spring 2025. In September, the Government Accountability Office said the Space Force wasn’t expecting final acceptance of the software until December 2025, and that was on a timeline with no margin for schedule slip. 

Calvelli and other officials have said the program has struggled because it attempted to create an entirely new, very large software system all in one go, a practice now largely abandoned in favor of rapid, iterative updates. Developmental testing has been slow, and even after RTX delivers the program to the Space Force, there will be months of operational testing. 

RTX Space

RTX, formerly Raytheon, has struggled with Space Force programs. In March, RTX pulled out of a $250 million agreement to build seven low-Earth-orbit missile tracking satellites for the Space Development Agency after determining it could not make a profit on the effort. In June, Space Systems Command dropped RTX from a planned missile warning/missile tracking satellite constellation in medium-Earth orbit. RTX officials have said they no longer want to be prime contractors for space systems.  

Calvelli, who has led a charge for more accountability in space acquisition, has declined to say if RTX is on the Contractor Responsibility Watch List—which identifies companies not meeting cost or schedule goals on space programs. Space Systems Command has consistently declined to comment on that list, but last month SSC boss Lt. Gen. Philip A. Garrant told reporters “there is a company on the watch list today.” 

“I won’t say who it is,” he added. “Those authorities reside with me right now. The [2025 National Defense Authorization Act] moves those authorities to the service acquisition executive, and Mr. Calvelli has indicated he would intend to use it perhaps more frequently.” 

Garrant confirmed that the unnamed contractor is on high-priority programs for the Space Force, and said its placement on the watch list “has absolutely worked as intended: We’ve seen significant improvement in performance and attention at the most senior levels of the corporation.” 

Garrant offered no other details. Speculation suggests RTX as the most likely candidate, especially since Garrant specifically ruled out Lockheed Martin, saying that firm is not on the list.

RTX declined to comment.

Under the 2018 law establishing the watch list, the Space Force cannot “award a contract to, execute an engineering change proposal with, or exercise an option” with contractors so designated. The contract change announced Nov. 27 does not meet that description.

Allvin: USAF Force Design Maps Out Plan to Scale Up—or Down

Allvin: USAF Force Design Maps Out Plan to Scale Up—or Down

Air Force Chief of Staff David W. Allvin said the principal aim of his much-advertised but still secret force design is to refine the service’s thinking and give it options to maneuver in the face of evolving threats—or different budgets. 

“The design is, it’s almost more conceptual, but we’re designing the force to be able to account for the environment. That environment is one that has varying levels of and varying densities of threat,” Allvin said in a recent interview with Air & Space Forces Magazine.

The Air Force’s approach differs substantially from the force designs that have been issued by other services, especially the Marines. In the case of the Marine Corps, its concept was a detailed roadmap that called for getting rid of all of its tanks, eliminating all of its bridging companies, and upping its missile batteries. 

In contrast, the Air Force design does not prescribe precisely how the service plans to fill out its force in terms of aircraft or personnel—at least in an unclassified executive summary or in public statements. 

Rather, the fundamental intent is to establish a framework to facilitate tough decisions as the service tries to prepare for future threats with resource levels that have yet to be determined in the years ahead. 

“The design of the force is something that helps you put together the structure,” said Allvin. “You can you can build a bigger force or a smaller force, but that force can do what you need it to do in the environment. How much it can do depends on how much Air Force you get.”

The force design sorts capabilities into one of three “Mission Areas,” ranging from initiatives to cover a broad spectrum of threats to those for a more permissive environment:

  • Mission Area 1 capabilities “have attributes that allow them to live within and generate combat power from the dense threat area which will be under constant attack from adversary ballistic and cruise missiles or attack UAVs.”
  • Mission Area 2 is less high-end, with “attributes that afford them the range to operate from the defendable area of relative sanctuary beyond the umbrella of most adversary ballistic and cruise missiles or attack UAVs and project fires into highly contested environments.”
  • Mission Area 3 envisions the “flexibility and mass to span a range of potential future crises” under “limited adversary attack.”

The specific capabilities themselves to address those range of threats have yet to be spelled out publicly, though they include programs that are well underway. The force design will also be key to informing priorities for the service’s new Integrated Capabilities Command, Allvin and Deputy Chief of Staff for Air Force Futures Lt. Gen. David A. Harris told Air & Space Forces Magazine.

“We’re looking at the right mix of the high-end, sophisticated, most capable capabilities, along with lower-end capabilities and asymmetric capabilities that provide the outcomes that we need,” Allvin said. “You can’t build a force design that doesn’t take cost in mind, so we’re trying to develop the force … to make sure we have the appropriate survivability and lethality and agility that adapts to the different levels and densities of threat.”

The service is analyzing the future of its Next-Generation Air Dominance crewed fighter, with a decision likely before the end of this year. It is also setting up an experimental test unit to figure out how its semi-autonomous Collaborative Combat Aircraft drones will function in the real world. 

Those decisions loom as the Air Force prepares for a new political landscape, with the Trump administration set to nominate a new Secretary of the Air Force, as well as a Republican-controlled Congress. 

While President-elect Donald Trump has broadly promised an agenda based on “peace through strength,” how much money his incoming administration and the next Congress will allocate toward the Air Force remains unclear.

As the Air Force plans to cope with the uncertainty, Allvin pushed back when asked about criticism from some quarters that the service doesn’t have a clear plan for the future.

“If you give me a dollar value, I know exactly where I want to go,” Allvin said. 

“To say, the Air Force doesn’t know where it wants to go, I think that that may be a refrain. But we are trying to narrow down the variables, because as we are coming to key decision points, what we don’t want to do is commit ourselves to something that on the other end of it, we misinterpreted the future, and we are too invested in one thing, rather than being able to pivot,” Allvin said. “It’s got to be resource-informed.”

Air Force Moves to Streamline Officer Recruiting with New Accessions Center

Air Force Moves to Streamline Officer Recruiting with New Accessions Center

The Air Force permanently stood up the new Air Force Accessions Center on Dec. 2, a move officials hope will improve coordination and consistency between the service’s various organs for bringing in new Airmen and Guardians, particularly officers.

AFAC places the Air Force Recruiting Service (AFRS) and the Jeanne M. Holm Center for Officer Accessions and Citizen Development, which previously fell under Air University, under one command. 

AFRS is in charge of enlisted accessions for both the Air Force and Space Force, as well as officer accessions when candidates go through Officer Training School, the 60-day boot camp at Maxwell Air Force Base, Ala. 

The Holm Center oversees the execution of OTS and the new Warrant Officer Training School. It also administers the Reserve Officers’ Training Corps (ROTC), the service’s largest source of commissioned officers, and the Junior Reserve Officer Training Corps (JROTC), a youth development program that does not incur a military obligation, but which many high schoolers go through on their way to joining the Air Force.

Each ROTC detachment has an officer assigned to recruiting duty, but the ROTC recruiting system was not always coordinating with the AFRS recruiting system.

For example, last fall, ROTC expected to under-produce officers in the 2024 spring graduation season, forcing AFRS to move fast to compensate with more OTS graduates, the new head of the Accessions Center Brig. Gen. Christopher Amrhein told Air & Space Forces Magazine.

“If we’d seen this a year or more earlier, we could have had more options and been more deliberate in how we responded, rather than run that in a very short period of time,” said Amrhein, who is also keeping his position as head of AFRS.

Another example is Gold Bars, a program for newly-commissioned second lieutenants just out of ROTC who embed with Air Force recruiting squadrons for a year and serve as a kind of ROTC ambassador for interested recruits. Under AFAC, recruiting squadrons, Gold Bars, and the ROTC detachment recruiters are all in the same tent, which is faster than having to coordinate across to Air University and on down, Amrhein explained.

That integration could prove vital at a time when fewer young Americans are willing or able to serve, and the competition with private industry remains fierce. In 2023, the Air Force missed its recruiting goals for the first time since 1999. The service rebounded in 2024 and has set even higher goals for 2025, but Amrhein has cautioned that the service “cannot take our hand off the throttle.”

Every recruit counts, so if a policy needs to change or if a recruiter has a new idea, that information needs to spread across the recruiting enterprise fast.

“As we look for the attributes OTS wants or that ROTC is looking to produce, well now I can communicate that guidance to one force looking for that talent,” Amrhein said.

That should help for the people across the desk, too: now possible recruits, cadets, or candidates should get a more comprehensive, consistent picture of all the possibilities of Air Force or Space Force service than they might have under the old bifurcated system.

The general pointed to a recent conference where ROTC regional commanders and AFRS recruiting group commanders shared best practices for outreach, lead development, and other strategies. AFAC should enable more of that cross-pollination.

“There are all kinds of possibilities with this,” Amrhein said. “It just seems like a better alignment under AFRS rather than under Air University.”

JROTC will be “a big focus item” under AFAC, the general said. There are JROTC detachments in hundreds of high schools that Amrhein wants to better integrate with the rest of the recruiting enterprise. Same goes for ROTC cadets, many of whom boast large followings on social media. That could be a way to raise the brand recognition for the Air Force, a tough task at a time when most Americans have little to no connection with the military.

“Now that I have them, I intend to put some guidance out there to help them tell our story, because they fall under this command,” Amrhein said. “Now we can be very deliberate in that space.”

Jeanne M. Holm Center Change of Assignment ceremony attendees clap after the change of assignment at Maxwell Air Force Base, Alabama, Oct. 8, 2024. (U.S. Air Force photo by Senior Airman Evan Lichtenhan)

The provisional AFAC first stood up Oct. 8, but the Dec. 2 ribbon-cutting marks it becoming permanent and reaching initial operational capability. Amrhein likened it to standing up a numbered Air Force (NAF), a larger entity composed of several wings. AFRS was already considered a NAF, while the Holm Center was not, but bringing it under AFAC will put it under the right umbrella. AFAC itself falls under Air Education and Training Command, which will soon reorganize into Airman Development Command.

“A provisional organization can be stood up and stood down, but [Dec. 2] will signify that the Air Force Accession Center is no longer provisional,” Amrhein said. “It’s a full-up organization.”

It’s a big change, but the branding for the AFRS, ROTC, and other programs across their many platforms and social media channels will remain the same.

“It is an organizational design so that we can understand and see ourselves, more than an external agency seeing us,” the general explained. “It’s really about taking these core things that are already there, and how do we organize that to be more effective … it’s about seeing issues and challenges earlier, having the flexibility, agility, and the authority to make decisions that will solve those problems at the lowest level.”

More Drones Spotted Over USAF Bases in UK

More Drones Spotted Over USAF Bases in UK

U.S. Air Forces in Europe reported more mysterious small drones flying around a cluster of USAF bases in the United Kingdom and said for the first time that drones had been seen at RAF Fairford, 130 miles away, where four U.S. B-52 bombers are currently deployed as part of Bomber Task Force 25-1.  

U.K. officials said that jets had scrambled in response and British troops are deploying to the bases, as well.  

USAFE first reported the small drones operating around and over RAF Lakenheath, RAF Mildenhall, and RAF Feltwell on Nov. 25. Varying numbers of drones, in different sizes and configurations, were seen from Nov. 20-24. Who owns and operates the drones and what they are doing remains a mystery. 

On Nov. 26, USAFE issued an update, reporting that “small unmanned aerial systems continue to be spotted.” The update included RAF Fairford among the bases experiencing incursions. 

“None of the incursions impacted base residents, facilities, or assets,” the update asserted.

Parliament took up Air and Missile Defenses on Nov. 27, with MP Nick Timothy, who represents the area around Lakenheath and Mildenhall, saying “residents were concerned to hear aircraft being scrambled in the middle of the night to intercept them.” 

Timothy’s comments confirm media reports that Lakenheath had scrambled fighters and highlighted the challenges commanders face when it comes to regulations about civilian safety.

USAFE has not indicated what kinds of defenses it is employing, but has stated “we retain the right to protect our installations.” 

UK airspace is controlled by the a government agency, the Civilian Aviation Authority, much as U.S. airspace is the purview of the Federal Aviation Administration. Military operators must work within those civilian frameworks, severely limiting the options commanders have for defending against such incursions. Because bases are frequently close to densely populated areas, those options are further limited. Indeed, it can be difficult to maintain routine operating schedules in some cases, as residential development encroaches on military bases, let alone empowering them to take actions involving radio interference or, even less likely, kinetic weapons.

The BBC and Sky News reported Nov. 27 that roughly 60 British troops are deploying in response to the drones, including some with counter-drone expertise. 

The incidents in the UK come about year after similar drone incursions cropped up at U.S. military bases, notably over Joint Base Langley-Eustis, Va., where the Air Force’s F-22 Raptors are based. Even now, nearly a year later, officials have yet to determine who was behind them, according to the Wall Street Journal.

A senior defense official told reporters in May that the Pentagon was recording roughly two to three cases of drones flying into the airspace around domestic U.S. military bases every week. The official did not specify locations.  

Inexpensive, commercial drones are now widely available worldwide, fueling concerns about how they can be employed to spy on or disrupt military activities during peacetime and at war. The Air Force has been seeking low-cost solutions for defending against drones and drone swarms for years, especially means that don’t involve firing high-end missiles, and is also seeking to take a larger stake in air base defense, a mission that is typically tasked to the Army. 

Musk Revives F-35 Criticism, but Could It Actually Lead to Cuts Under Trump?

Musk Revives F-35 Criticism, but Could It Actually Lead to Cuts Under Trump?

Elon Musk—the SpaceX and Tesla founder tapped by President-elect Donald Trump to run a new commission dubbed the Department of Government Efficiency—thinks the F-35 fighter is an obsolete and poorly functioning weapon system whose mission is best overtaken by uncrewed aircraft.

Depending on the latitude given to Musk when Trump takes office in January, his view on the F-35 may carry major implications for the massive program, though Trump has been very complimentary of the fighter.

Musk offered his latest criticisms of the F-35 in a post on X, the social media site he owns. The fighter, he said, is a “jack of all trades, master of none” because it was “required to be too many things to too many people” and was the result of a “broken” requirements system. In a separate post, he referred to the jet as the “worst military value for money in history.”

“Success was never in the set of possible outcomes” for the fighter, he wrote, adding that “manned fighter jets are obsolete in the age of drones anyway. Will just get pilots killed.”

Musk’s comments are an extension of views he first expressed four years ago at AFA’s 2020 Air Warfare Symposium, where he shocked the audience by declaring that “the fighter jet era has passed.”

In a fireside chat at that conference, Musk said “locally autonomous drone warfare is where the future will be,” offering apologies to the attendees but insisting, “it’s simply what will occur.”

He also said the F-35 program would benefit from being placed in competition with drones employing a combination of remote control and onboard autonomy. But in such a competition, he wrote later on social media at the time, “the F-35 would have no chance.”

Senior Air Force officials and think-tankers at the time said Musk was putting too much faith in autonomous technology, and that there would always be a competitive advantage for the human mind in a dogfight. But since then, the Air Force has put increasing emphasis on autonomy, and the Collaborative Combat Aircraft program has risen to become the service’s key method to achieve affordable mass in air warfare.

And unlike in 2020, Musk is poised to potentially act on his critiques. In addition to becoming a close adviser to President-elect Trump, he is one of the heads of the unofficial “Department of Government Efficiency,” tasked with finding ways to slash billions from the federal budget.

The exact authorities and powers that Musk and his commission will have to reach that goal are still not completely clear, but some officials, including Democrats, have suggested the Pentagon’s budget is a prime place to go for such savings.

In response to a query from Air & Space Forces Magazine, the F-35 Joint Program Office defended the F-35 as a solid performer that has been adopted by 20 countries and is lauded by pilots as a technological leap over previous fighters.

The F-35s in service today “perform exceptionally well against the threat for which they were designed,” a JPO spokesperson said.

“Pilots continually emphasize that this is the fighter they want to take to war if called upon,” he said. “The air system’s international footprint amplifies the platform’s benefits, and it is the aircraft of choice for partners and allies.” The JPO noted that the F-35 serves with three U.S. military branches, seven international partner nations and 11 Foreign Military Sales customers, “and FMS interest continues to grow.” The JPO noted that, within 10 years, “there will be 700 F-35s in Europe, and only 60 of these will belong to the U.S.”

Asked to respond to Musk’s comments, a Lockheed Martin spokesperson said “As we did in his first term, we look forward to a strong working relationship with President Trump, his team, and also with the new Congress to strengthen our national defense. The F-35 is the most advanced, survivable and connected fighter aircraft in the world, a vital deterrent and the cornerstone of joint all-domain operations.”

The Air Force declined to comment on Musk’s F-35 posts.

If Musk does decide to push for cuts to the F-35 program, it isn’t clear how much or how soon that could happen. The JPO reached a handshake agreement with Lockheed Martin last week covering prices and payments for production Lots 18 and 19, but it is not yet a signed contract.

“We have reached an initial agreement as part of ongoing negotiations for the Lot 18/19 Air Vehicle Production Contract,” the JPO said, adding, “We will share the aircraft quantity and cost figures when a final agreement is reached.” Industry sources said that process could take several months; well into the beginning of the second Trump term, and potentially giving the incoming administration significant influence over the deal. The two lots are expected to cover an estimated 300 or so aircraft.

Any change would also have to get the approval of Congress, and Lockheed’s team has placed F-35 contracts in nearly every state. Many Republican members of Congress have voiced support for the program, especially in Texas, Georgia, and California, where most F-35 airframe work is done, and Utah, where the Air Force’s F-35 depot is located. Connecticut and Florida delegations are also staunch F-35 supporters, because its engine, the F135, is made by Pratt & Whitney in those states.

On top of that, it’s also unclear how much flexibility the government would have in curtailing the F-35 program, as it has a financial partnership with nine other countries to develop the fighter.

It’s also possible that the Trump administration does not want to cut the F-35, regardless of what Musk says. Trump himself has praised the F-35, mentioning it by name at several campaign rallies; calling it “beautiful” airplane that is “invisible” to radar and boasting that he bought “many, many” of the fighters during his first term. He has said the F-35 is “very special” and “it wins every time.”

The F-35’s strong record of foreign sales would also seem to be a selling point to Trump, who has consistently played up the importance of the weapons export business, even bucking domestic and international pressure in his first term over the killing of journalist Jamal Khashoggi by the Saudi government to say he wanted to proceed with a huge arms sale to the Saudis.

Trump also takes credit for obtaining big discounts on earlier lots of F-35s, inserting himself directly into negotiations with Lockheed’s leadership during his first term.

F-35 Readiness

Musk’s post on X was in part a response to a story from Bloomberg quoting from a redacted report on the F-35 from the Director of Operational Test and Evaluation’s annual report in the spring. The report stated that the F-35’s reliability, maintainability and availability remain below the levels expected for it at this point in its service life. It also noted continuing issues with the F-35’s gun and its cyber defenses. These issues have resisted correction over the F-35 program’s 25-year history.

“Cyber threats are dynamic and thus require agile defense in depth,” the JPO said in response. “As such, the F-35 JPO aggressively maintains one of the most robust cybersecurity testing programs in DOD, which spans Developmental Test, Operational Test, and Sustainment. Results of all cyber tests are analyzed and prioritized for mitigation in a continuous cycle of assessing and improving, while the JPO actively seeks increasingly dedicated cyber test infrastructure.”

A spokesperson also said that the readiness issues pertaining to the F-35 during operational test are “not new or unknown.”

“We initiated the ‘War on Readiness’ and assembled a Fleet Readiness Team dedicated to understanding and addressing complex challenges that negatively affect fleet mission capability,” the spokesperson said. “The F-35 Executive Leadership Team is engaging directly with suppliers to ensure necessary focus is placed on top degraders affecting the fleet.”

Uncertain Future

In the final days of President Joe Biden’s administration, the Air Force is in the midst of rethinking its approach to air superiority. The Next-Generation Air Dominance manned fighter, long seen as the key to the future of air superiority, is under review, both for the technologies involved and their cost. Air Force Secretary Frank Kendall had previously suggest the fighter would cost “multiple hundreds of millions” of dollars each, but in September said he thinks it might be possible to pursue an alternative approach that could cut the price to that of the F-35.

If that proves feasible, the Air Force’s plans for the F-35 might radically change. The service has never wavered from its requirement—set in 2001—for 1,763 F-35s, but under the previous Trump administration, Air Force acquisition executive Will Roper suggested the end figure might be reduced to about 500 because of stubbornly high operating costs. Roper also pushed for a rolling series of NGAD-like aircraft built in small lots and succeeded every few years by aircraft with fresh technology. Kendall has voiced a similar approach to the CCA program, which shares its budget line item with NGAD.

The Air Force has taken delivery of about 450 F-35As so far.  

GPS Without Space? DOD Looks to Quantum for an Answer

GPS Without Space? DOD Looks to Quantum for an Answer

The Department of Defense is eyeing localized quantum sensors as a radical alternative to space-based Global Positioning System satellites in the face of increasing threats to GPS signals needed for precision navigation and timing.   

In a peer conflict, notes Lt. Col. Nicholas Estep from the Defense Innovation Unit (DIU), “you really must presume a denied and degraded environment in which you cannot rely upon external PNT signals like GPS.”  

That’s why DIU, the Pentagon’s acquisition outpost in Silicon Valley, is seeking commercial partners to help develop distributed, localized alternatives that don’t rely on easily jammed signals from thousands of miles above the earth’s surface.  

The military depends on GPS for navigation, timing, and targeting, and industries from transportation to agriculture to banking rely on its precision for a host of purposes. But the wars in Ukraine and the Middle East have exposed how signal jamming and spoofing can deny access to signals from space, forcing users to seek alternatives.  

“What are we going to do in order to maintain PNT-enabled solutions, to allow the joint force to execute its mission?” asked Estep, whose DIU portfolio includes quantum sensing, hypersonics and advanced materials.  

DIU solicited industry seeking quantum sensing technology that could augment or back up GPS satellites for military applications within a couple of years. The “project will focus on demonstrating the military utility of quantum sensors to address strategic Joint Force competencies,” DIU said at the time.  

Dozens of proposals poured in, Estep said: “We did get a very strong signal of interest from the community, a mixture of traditional primes, startups, and non-traditional companies.” 

The solicitation was designed to encourage a variety of approaches and solutions, Estep said. “There won’t be one quantum sensor to rule them all, that that the Air Force will use, that the Navy would want to use, that the Army [would want to] … There’s no panacea—quantum or classical—to address all of the joint force PNT needs.” 

Instead, he said, DIU would seek to marry the various approaches presented by industry applicants with appropriate use cases, based on the form factor and the maturity of the technology. “Some [approaches] may be better suited for aircraft. Some are better suited to support surface or subsurface vessels,” he said.  

DIU is working with multiple services and other stakeholders in the Department of Defense to get these innovative solutions into warfighters’ hands as quickly as possible, Estep said, “And so we help to coordinate these different technology solutions, with what we think best correlates to service deployment mechanisms and diverse mission sets… in several different parallel [acquisition] pathways.” 

The Space Force is also working on resilient space-based PNT solutions, including by spreading GPS signals out across a diversity of satellites in different orbits, as a means to make the system more robust and less susceptible to interruption. Indeed, resilient PNT was one of two capabilities identified by Air Force Secretary Frank Kendall for use under the new “Quick Start” funding authorities enabled by Congress to let the Space Force move ahead on some programs without having to wait for a full legislative review. 

Quantum Sensing 

Quantum mechanics involves the extraordinary, counter-intuitive, and often confusing properties of subatomic particles first explored by Albert Einstein nearly a century ago. Recent advances in nano engineering have enabled labs for the first time to demonstrate and exploit the unique properties of quantum particles, generating renewed excitement about the technology. 

Celia Merzbacher, executive director of the Quantum Economic Development Consortium (QED-C), an industry-led stakeholder forum supported by the National Institute for Standards and Technology, said that quantum sensing is among the least understood but most mature of three quantum mechanics fields—the other two are quantum computing and quantum communications. 

“Quantum sensing for PNT is, to some extent, already here,” she said. The technology is the same as that used in atomic clocks, which provide precise timing based on the movements of subatomic particles.  

In a September report, QED-C noted that “Quantum sensors can provide navigational information in environments where GPS signals are unavailable or unreliable.” 

The report and the DIU industry offering outline three ways quantum sensing can be applicable to PNT: Measuring movement, gravity, and Earth’s magnetic field.  

Each offers a way for a plane, ship, or vehicle to accurately ascertain its position, without having to rely on radio signals from faraway GPS satellites.  

Merzbacher predicted that DOD’s involvement could spur a commercial market for quantum sensing PNT within five years. Without DOD, it would take longer, she said, “because these companies that are developing quantum sensors for PNT and other uses are smaller companies, and they have somewhat limited resources to invest in anything that’s beyond two or three years to market.” 

This is precisely the kind of problem for which DIU was created—as a bridge to private equity. “Private capital is expensive and very hard to get,” Merzbacher said. DOD is effectively vouching for its view that a market could emerge. 

“Government can really accelerate progress by stepping in and helping to defray the cost of the engineering and R&D at this stage,” she explained. “Eventually the flywheel will be spinning, and as revenues are being generated, those companies can reinvest. But if the government doesn’t step in and invest … then progress will just be much slower.” 

The QED-C report identified the transition from lab to battlefield as a key hurdle. “A big challenge is integrating these new components that are really just being developed in the lab, in a controlled environment, integrating and packaging those into something that can go onto a plane or a Space Platform,” and withstand the rigors of vibration or radiation, she said. 

“There’s going to be a lot of work needing to be done,” she said. 

Meanwhile, China and others are investing in their own solutions, said Dana Goward, a career U.S. Coast Guard officer who is now president of the Resilient Navigation and Timing Foundation, a 501(c)3 scientific and educational non-profit. 

China (and U.S. allies South Korea and Saudi Arabia) already had a functioning terrestrial alternative to GPS in an Enhanced Long-Range Navigation (eLORAN) system, Goward said. eLoran relies on hyperbolic navigation, where a plane, ship, or vehicle can ascertain its location by correlating signals from two or more terrestrial broadcast towers. 

“It’s much more accurate, much more difficult to disrupt,” than GPS or other satellite-based PNT, said Goward. 

Goward called quantum sensing “exciting,” but said it could be “many years” before the technology clears all the necessary engineering and regulatory hurdles necessary for broad adoption. “How close are we to something that is viable in any commercial application?” he asked. 

GPS is now taken for granted by consumers and businesses, Goward said, and there is little understanding of how fragile it is. But technologies that require materials to be maintained at extremely low temperatures or to operate at extremely precise laser frequencies are hardly ready for prime time, he said. “They’ll keep making it better and better, and perhaps someday it will get down to the common folk like you and me.” 

Quantum Orienteering 

The supporters of quantum sensing for PNT say it represents a step change, away from the inherently fragile beacon-signal approach of GPS or even eLoran. “The next generation of PNT technologies returns positioning to the local vehicle or individual and it says, essentially, now we want to be able to navigate using only things that we measure locally,” said Michael Biercuk, CEO of Q-CTRL, a quantum technology company. 

Because the Earth’s magnetic and gravitational fields vary minutely from place to place and because those variations have already been mapped, a tool that can measure those minute variations can accurately locate the user, Biercuk explained. 

“If you combine a really good map of these geophysical phenomena with a really good local sensor, you can do what we sometimes jokingly refer to as quantum orienteering,” Biercuk said, “You can take your map and your sensor and figure it out where you are.” 

The extreme technical requirements of quantum sensing equipment can be mitigated by the use of software algorithms, he said.  

“The laboratory performance is extraordinary, but the performance outside the lab is tremendously degraded. Anytime you put it on a moving vessel, it’s really hard to keep it operational. They’re very, very sensitive devices,” he said. 

But Q-CTRL had been “able to show that when you combine, obviously very good hardware engineering with software enablement, you can actually make these tools viable in real environments,” he said.

The company is working with Airbus on safety-testing a GPS-replacement inertial motion sensor that could be installed in commercial aircraft “within two or three years,” he said.

Watchdog: Air Force Needs Timelines and Metrics for New Force Generation Model

Watchdog: Air Force Needs Timelines and Metrics for New Force Generation Model

The Government Accountability Office wants the Air Force to explain who will run bases when wings deploy under the service’s new force generation model along with several other unanswered questions, saying the concept is long on vision but short on details.

In a report released Nov. 26, the GAO said it recognizes USAF’s old model of “crowdsourcing” deployments to fill operational units needed to be changed. But it’s concerned that the service hasn’t yet thought through its new models, AFFORGEN and Deployable Combat Wings, and that going ahead without nailing down the specifics risks creating serious gaps and shortages.

“Continuous deployments over the past two decades have reduced the Air Force’s readiness—affecting personnel, equipment and aircraft,” the GAO wrote in the congressionally mandated audit. But the service’s answer to those issues “has challenges,” it added.

“For example, the Air Force plans to eventually deploy an entire wing from an air base rather than individuals from multiple wings and air bases. But it hasn’t assessed whether bases will have enough staff to operate when units deploy—to fill jobs like guarding entrances or providing security. Also, it hasn’t set timelines for its efforts,” the report states.

Air Force leaders have publicly acknowledged these shortcomings since starting to roll out AFFORGEN in 2022 and the Deployable Combat Wing plan was announced early in 2024. But they have also said it’s urgent to start practicing the concept without waiting for all the details to be worked out.  

The GAO acknowledged the Air Force’s explanation that AFFORGEN was swiftly put into action “to prepare for potential conflict with near-peer competitors.” Service officials “recognized that an implementation plan with goals, a timeline with key milestone, and performance measures would help ensure unity of effort across the service and a shared understanding of the path forward,” the audit agency said. But it hasn’t seen those yet, it said.

In a letter to Airmen dated Oct. 22, Chief of Staff Gen. David W. Allvin said the Air Force is evolving its generation model from one that “prioritizes in-garrison efficiencies to one that prioritizes combat mission effectiveness.” Under the new system, forces will arrive in theater “pre-formed, pre-trained, and ready to fight.” As an intermediate step, six Air Task Forces have been activated and are working toward fiscal year 2026 deployments.

As for Deployable Combat Wings, Allvin said five such organizations will stand up in 2025, eight in 2026, and three in 2027. The Air Reserve Component will also start standing up DCWs in 2025, he said.

The GAO said it identified “several ongoing implementation challenge” to USAF’s plans.

The Air Force “has not completed an assessment of minimum U.S. base staffing needs,” the GAO said, and it’s unclear whether bases will have enough personnel to keep crucial functions running when the majority of their units deploy.

Also, while AFFORGEN “partially” aligns with “some selected leading reform practices,” it doesn’t align with others, the GAO said.

Those areas where USAF partially aligns with best practices in reforming its deployment model include:

  • establishing goals and outcomes
  • involving employees and key stakeholders
  • addressing longstanding management concerns
  • leadership attention and focus
  • employee engagement
  • strategic workforce planning.

But the service did not align with the best practices of “using data and evidence” to back up its plans, nor in “managing and monitoring” progress. The GAO said the Air Force did not fully align with any best practices for a major reorganization.

“While the Air Force has released visionary statements, it has not set goals to track implementation progress,” the agency said.

The GAO made four recommendations about the Air Force’s new deployment model:

  • The Secretary of the Air Force should ensure that Headquarters Air Force “creates a plan that establishes timeframes for the [Unit Type Consolidation] effort” before Deployable Combat Wings deploy.
  • The Secretary should ensure that HAF complete “a service-wide assessment of … base minimum staffing needs as it prepares to create in-garrison wings.” This plan should be coordinated with major commands and installations.
  • The HAF should also “assess potential gaps and risks associated with reduced in-garrison support for base related missions,” also in coordination with MAJCOMs and installations.
  • HAF should issue an AFFORGEN implementation plan “that includes leading reform practices, such as outcome-oriented goals, a timeline with key milestones, and performance measures.”

The GAO said it would report to Congress when the Air Force takes action to address the recommendations.

Busy BUFFs: B-52 Bombers Overfly Finland, Morocco, and More

Busy BUFFs: B-52 Bombers Overfly Finland, Morocco, and More

B-52 Stratofortresses popped up from the Middle East to North Africa to the Nordic region in recent days, as the U.S. Air Force flexed the reach of its bomber fleet.  

On Nov. 22, B-52s already deployed for Bomber Task Force mission 25-1 to RAF Fairford in the United Kingdom, took part in a joint training mission with the Royal Moroccan Air Force. The task force operation is the first of the new fiscal year.

U.S. Airmen with the 20th Expeditionary Bomber Squadron approach their B-52H Stratofortress at RAF Fairford, England on Nov. 22, 2024. The squadron supported a U.S. Africa Command exercise in Morocco that same day. (U.S. Air Force photo by Staff Sgt. Emily Farnsworth)

On Nov. 23, B-52s deployed to the Middle East flew patrols in support of Operation Inherent Resolve, the U.S. mission to defeat ISIS in Syria and Iraq. The Air Force also released photos of F-15E fighters flying combat patrols.

A U.S. Air Force B-52H Stratofortress prepares to receive fuel from a KC-135 Stratotanker over the U.S. Central Command area of responsibility Nov. 23, 2024. (U.S. Air Force photo)

And on Nov. 25, two B-52s flew from Fairford to conduct a simulated weapons drop training mission over Finland, integrating with Swedish and Finnish fighters along the way. It was the first such exercise over Finland involving a B-52.

A B-52 takes off from RAF Fairford in supper of a bomber task force mission with Finland. U.S. Air Force photo

U.S. Air Forces in Europe did not disclose details about the weapons drop training, such as what kinds of munitions were dropped and where they were released.

The trio of missions continue a busy stretch for the Stratofortress. Nearly 15 percent of the B-52 fleet deployed worldwide in recent weeks—six to the Middle East to deter Iran and its proxies in the region, and four for the first bomber task force of fiscal 2025 in Europe. 

The B-52s previously dropped live ordnance over Lithuania, including GBU-38 Joint Direct Attack Munitions (JDAMs). The mission included coordinating with Lithuanian, Czech, Swedish, and Norwegian joint terminal attack controllers. 

In the Middle East, a B-52 landed in Bahrain for the Bahrain International Airshow, its first-ever appearance at that event, and another bomber in the region integrated with British Royal Air Force fighters on Nov. 18.

A B-52H Stratofortress assigned to the 20th Expeditionary Bomb Squadron took off from RAF Fairford, England, for a training mission with the Royal Moroccan Air Force Nov. 22, 2024. (U.S. Air Force photo by Senior Airman Mary Bowers)
What CMSAF Flosi Learned from 20+ Chiefs ‘Dying’ in an ACE Exercise

What CMSAF Flosi Learned from 20+ Chiefs ‘Dying’ in an ACE Exercise

A group of the USAF’s top enlisted leaders learned an important lesson during an exercise in the Pacific earlier this year: don’t take cover next to a fuel tank.

Chief Master Sergeant of the Air Force David A. Flosi and about 30 other chief master sergeants were practicing a technique called Agile Combat Employment, where Airmen launch and recover aircraft from small, dispersed airfields. ACE is meant to reduce the chances of being targeted by a long-range missile, but the small teams mean Airmen have to pull security, refuel aircraft, load cargo, and other tasks outside their usual job specialties.

Flosi and the other chiefs “lived ACE for about a week” somewhere in the U.S. Indo-Pacific Command area of responsibility, he said on a Nov. 23 episode of his interview series, “The Enlisted Edge.” Each of them had more than 20 years of experience in the Air Force, but that didn’t save many from a deadly, though still simulated, miscalculation.

“Our first iteration of a contested environment … there were 30 chiefs in the group, and through the exercise scenario, we lost 22 of them,” he said. “It turns out it’s not a good idea to go take cover right next to a 20,000 gallon fuel tank.”

While Flosi was not one of them, he noted how the circumstances pushed most of the chiefs to make the error. He and the other chiefs were trying to build a camp, establish communications, secure the area, and get an airfield going on a tight deadline to meet an incoming aircraft.

“And then you get an inbound [missile] and there’s no bunkers, this is not an improved airfield,” he said. “If you’ve not thought through all that in advance and you’re not making good risk decisions, you very easily can end up in a lethal situation.”

Indeed, risk management was the key topic of the interview, where Flosi spoke with Maj. Gen. Sean M. Choquette, commander of the Air Force Safety Center, and Chief Master Sgt. Amber Person, the center’s chief enlisted manager, about a new strategy to spread better risk management tools across the Air Force and Space Force.

Announced in August, the Integrating Risk and Readiness campaign aims to bake risk management principles into all training, career fields, and operational environments so that Airmen are better prepared both at home and in an ACE environment. The campaign complements a new Air Force Safety Center strategic plan unveiled in April.

Choquette wants to flip the status quo, where one Air Force safety specialist or squadron flight safety officer might be the risk management guru for an entire flight line.

“We’re really talking specifically about risk management and getting that skill set out there,” he said in the interview. “So it’s not a safety professional walking onto the flight line saying ‘hey, let’s look at these things.’ It literally is Airmen walking around their flight line or their operations area, their personnel office, the front gate, you name it, and saying ‘hm, is there a better way to do this?’”

The strategic plan is sparse on specific tools and training, but its goals include formalizing safety principles and risk management as core competencies, conducting a public affairs campaign to refocus on those concepts, conducting a six-month evaluation to figure out where risk management needs to align with future operations, then developing an implementation plan to bridge the gaps. The idea is for the risk management principles to be widespread across training and periodically reassessed.

While the specifics are still in development, Choquette and Person hinted at what it could look like. One example is in aviation career fields, where crews brief, debrief, and perform other formal risk management practices as a matter of course. That isn’t to say HVAC specialists, for example, need to adopt the same formal practices, but the Safety Center hopes to spread a similar kind of mindset.

“The assumption is ‘OK, so before I go out this weekend, do you want me to sit down and draw out the five-step process with my friends?’ And that’s not realistic, and no that’s not what we’re expecting,” said Person. “You do risk management when you are backing out of your driveway in the morning. You check to make sure that the bike’s not behind you, or the dog’s not running around, or whatever it might be before you actually back up. As simple as that seems, it’s not always that easy to do or to be mindful of.”

Every job in the Air Force and Space Force has lengthy regulations and instructions on how to do that job safely, Person said, but somewhere there is a disconnect where Airmen or Guardians get complacent or skip steps and introduce more risk. 

“If we just try to implement more of that risk mindset of ‘OK I’m going back out of my driveway, I’m going to look behind me before I do so,’ with everything that we do, I think that we’ll be better for it,” she said. 

Another example is “knock it off,” a phrase aviators use during an exercise to stop what they’re doing, return to level flight, and reassess. A third is promoting a culture where junior Airmen are empowered to address risk management issues. 

“That’s that skill set … as they’re going through operations, can somebody in the team, whether it’s the senior person or not, can say ‘stop, knock it off for a minute,’” Choquette said. “Every day we do this, but if we can train to it and assess to it, it will just become a part of our DNA and how we operate.”

Those skills may not be new to operations and maintenance, Flosi said, but the idea is to enhance it in those fields and spread it to others.

“We’re going to up our operational IQ there and then we’re bringing it into the rest of the force that doesn’t have that,” he explained. “A lot of our support forces do, but not all.”

A group of Basic Military Training trainees walk together during a simulated deployment exercise known as Primary Agile Combat Employment Range, Forward Operations Readiness Generation Exercise or PACER FORGE at Joint Base San Antonio – Chapman Training Annex, Nov. 20, 2023. (U.S. Air Force photo by Vanessa R. Adame)

The hope is that expanding the mindset will bring down noncombat fatalities: fiscal year 2023 saw the deaths of 49 Airmen and Guardians, while 2024 saw the deaths of 42, Choquette said, though he did not specify if those were all due to safety mishaps. FY23 also saw two people die and 10 aircraft destroyed in a five-year high for aviation-related mishaps. That’s a tragedy and a loss of combat power, officials said.

“We don’t have spare Airmen,” Flosi said. “In order for us to be lethal and capable, we’ve got to eliminate unforced errors.”

Data could also help: another part of the strategic safety plan is to use artificial intelligence to analyze the center’s 40 years of data and forecast where the next mishap might occur.

“We’re going to have some real analytical rigor through some AI algorithms to say … ‘this is where we kind of know it’s going to happen,’ and here are some things, commander and chief, that you can do to maybe prevent that,” Choquette said. 

In the meantime, the general promised that the safety center will create “some toolsets” to help Airmen and Guardians manage risk in the near future.

“We owe them that and the safety enterprise is working on some things,” he said. “This isn’t just talk.”

Editor’s Note: This story was updated Dec. 2 to correct details about the exercise involving Chief Master Sergeant of the Air Force David A. Flosi.