What is the number of new enlisted accessions needed to generate future USSF CMSgts? Take into account nominal promotion rates and attrition of enlisted, and analyze whether that exceeds the current new accession enlisted today. (51 OSS) What are the motivational factors of Airmen staying in space career fields? (50 OSS) What is the number of new accession officers needed to generate future USSF general officers? (50 OSS) What are the effects of additional commercial opportunities for space professionals on the retention of officers and enlisted personnel in the USSF? (50 OSS)
Regarding the structure of these personnel, does the Space Force need to develop a “Space Maintenance” career field to maintain its weapon systems instead of relying so much on Contract Logistics Support and a handful of 3Ds? (DS4) Furthermore, should Space Program Managers, Contracting Officers, and Financial Analysts career fields transition to the Space Force? (30 SW/PMD)
- Borja, Maj. Kevin S., "Optimizing Officer Development for USSF Operations: Specialization vs. Generalization," AFGC thesis, 2025.
- Borja addresses this by arguing that the Space Force's current generalist development model causes a catastrophic "knowledge leakage," as high-performing technical officers frequently leave for the commercial space sector because they are forced into administrative staff roles that do not utilize their specialized skills. He notes that failing to provide long-term specialized tracks effectively subsidizes training costs for private industry, which eagerly hires these experts at significantly higher salaries. To combat this retention crisis, Borja recommends implementing Technical Career Tracks (TCTs) and Assignment Incentive Pay to decouple rank from administrative command, allowing technical experts to remain in specialized tactical roles without sacrificing their career progression or pay.
- Titus, Lt. Col. Bryan M., "Establishing a Space Profession within the US Space Force," AWC PSP, 2020, 32 pgs. (published in Air & Space Power Journal; vol 34 no 3; Fall 2020; p10-28)
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- Adame, Maj. Ashlee R., "U.S. Space Supremacy Starts Here; A Case for Supply Chain Risk Management Change across the Defense Industrial Base for Space," AFGC thesis, 2025, 49 pgs.
- This paper directly addresses the need to develop the Space Force's acquisition workforce. It recommends establishing programs, policies, and funding for "space-focused workforce development and education across the enterprise" to support a pipeline of skilled labor in evolving disciplines like Contracting, Intelligence, and Cybersecurity.
- Borja, Maj. Kevin S., "Optimizing Officer Development for USSF Operations: Specialization vs. Generalization," AFGC thesis, 2025
- While he does not specifically use the term "Space Maintenance," Borja directly tackles the problem of over-relying on civilian contractors, arguing that rotating officers out of technical roles prematurely forces the service to rely on transient knowledge and external contractors who lack the legal authority to execute kinetic effects or command troops in combat. To solve this, he proposes a "Mission Authority Track" for officers, creating a permanent cadre of "Technical Colonels" who oversee technical standards and complex orbital operations. By establishing an eight-year "proficiency anchor" for junior officers, the USSF can retain independent technical assessment capabilities and avoid "expert capture," where operational decisions are driven by contractors rather than military necessity.
- Kenyon, Capt. Shelby, "The Strategic Advantage in Space--Who Has It?" Wild Blue Yonder, April 4, 2024.
- Discusses the challenges the Space Force faces with its acquisition and contracting workforce. It notes that the Department of Defense's acquisition system is the largest inhibitor to American success in space, as military personnel frequently struggle against experienced professional teams from outside agencies. To keep pace with adversaries, the paper notes the Space Force is attempting to modernize its acquisition strategies through entities like the Space Rapid Capabilities Office (SpRCO) to deliver capabilities faster.
- Mateo, Maj. Carlos, "Mobility and Logistics in the Cosmos: Preparing Logistics Readiness Officers for the Final Frontier," GCPME thesis, 2022, 53 pgs.
- Space Force relies heavily on the Air Force to provide approximately 75% of its enabling functions. Rather than advocating for personnel transfers, the author focuses entirely on evaluating four potential educational scenarios designed to better prepare Air Force Logistics Readiness Officers (LROs) to support future Space Mobility and Logistics operations.
- Shields, Jeremy R.P., "The Sixth Military Revolution: Is the Department of Defense Ready?" SAASS thesis, 2023, 81 pgs.
- While it doesn't mention specific career fields, this paper highlights that the primary reason the Space Force was cleaved from the Air Force into its own service was due to the Air Force's acquisition processes. The inability to properly organize, train, equip, and field technology at a rapid pace necessitated a separate department focused entirely on the space domain.