The GPS provides positioning, navigation, and timing (PNT) data to users worldwide. The U.S. Air Force (AF) is in the process of modernizing the system. But, it is uncertain whether the AF could acquire new satellites in time to maintain GPS service without interruption. This report assesses: (1) the status of AF efforts to deliver new GPS satellites, the avail. of the GPS constellation, and the potential impacts on users if the constellation avail. diminishes below its committed level of performance; (2) efforts to acquire the GPS ground control and user equipment necessary to leverage GPS satellite capabilities; (3) the GPS interagency requirements process; and (4) coord. of GPS efforts with the internat. PNT community. Illus. This is a print on demand report.
The Global Positioning System (GPS), which provides position, navigation, and timing data to users worldwide, has become essential to U.S. national security and a key tool in an expanding array of public service and commercial applications. The Air Force is in the process of modernizing GPS. In light of the importance of GPS, the modernization effort, and international efforts to develop new systems, the auditor undertook a broad review of GPS. Specifically, she assessed progress in: (1) acquiring GPS satellites; (2) acquiring the ground control and user equipment necessary to leverage GPS satellite capabilities; and (3) evaluated coordination among fed. agencies and other org. to ensure GPS missions can be accomplished. Illus.
The majority of large-scale acquisition programs in the DoD space portfolio have experienced problems during the past two decades that have driven up costs by billions of dollars, stretched schedules by years, and increased technical risks. To address the cost increases, DoD altered its acquisitions by reducing the number of satellites it intended to buy, reducing the capabilities of the satellites, or terminating major space systems acquisitions. Many space acquisitions are experiencing significant schedule delays resulting in potential capability gaps in areas such as missile warning, military commun., and weather monitoring. This testimony focuses on: the status of space acquisitions; factors of acquisition problems; and efforts to improve acquisitions. Illus.
The DoD has had long-standing difficulties developing and delivering space systems on time and within budget. Attempts to reform DoD space acquisitions in the past have sought to leverage commercial approaches or rely more on the commercial sector to meet DoD needs. This report examined the following questions: (1) What are the differences between commercial and national security space system missions, requirements, and technology development? (2) What acquisition practices adopted by commercial co¿s. could be used for national security space system acquisitions? (3) Which acquisition practices adopted by commercial co¿s. may not be readily adaptable for national security space system acquisitions? Charts and tables.
The amount of money that the Department of Defense (DOD) spends each year contracting for goods and services dwarfs the amounts spent by other federal agencies. For example, during fiscal year 1999, DOD reported that it spent about $130 billion on contracts for goods and services. By comparison, the second largest contractor of goods and services in the federal government was the Department of Energy, which reported that it spent about $15.5 billion during the same period.
DoD invests heavily in space assets to provide the warfighter with intelligence, navigation, and other info. critical to conducting military operations. Despite a substantial investment, senior military commanders have reported shortfalls in tactical space capabilities in each recent major conflict over the past decade. To provide short-term tactical capabilities as well as identify and implement long-term solutions to developing low cost satellites, DoD initiated operationally responsive space (ORS). Following a 2006 review of ORS, the Congress directed DoD to submit a report that sets forth a plan for providing quick acquisition of low cost space capabilities. This report focuses on the status of DoD¿s progress in responding to the Congress. Illustrations.
This speech was given by the Acting Comptroller Gen. before the Nat. Defense Univ. It focuses on the DoD and the challenges it faces given the government's current long term unsustainable fiscal path and ongoing U.S. commitments in Afghanistan and Iraq. DoD can take steps to better position itself for the future and maximize the use of taxpayer dollars by improving its business operations. This speech also discusses how DoD can work more collaboratively with other national security agencies, such as State and USAID, to build the strong partnerships needed to adapt to the changing complexities of the national security environment. To succeed in this era of fiscal constraint, new ways of thinking, constructive change, and basic reforms are essential.
In the 8 years since a contract was awarded, the National Polar-Orbiting Operational Environ. Satellite System (NPOESS) -- a tri-agency program managed by NOAA, DoD, and NASA -- has experienced escalating costs, schedule delays, and ineffective interagency mgmt. The launch date for a demo. satellite has been delayed by 5 years and the cost estimate for the program has more than doubled. In Feb. 2010, NPOESS was disbanded, and, instead, the agencies have undertaken separate acquisitions. This report: (1) assessed efforts to establish separate satellite programs; (2) evaluated the status and risks of the NPOESS components still under development; and (3) evaluated the implications of using the demo. satellite's data operationally. Illus.
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