colorado spaceport strategic plan
TRANSCRIPT
Running head: COLORADO SPACEPORT STRATEGIC PLAN 1
Colorado Spaceport Strategic Plan (CSSP)
Team 54
David Harriman, Michael Nardone, Matthew Pollock
Submitted in Partial Fulfillment of the Requirements for
SPSM 6000 Practical Research in Space Operations
Webster University
Study Director: Mr. William Hoffman
December 19, 2011
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 2
Release of Intellectual Property Rights
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 3
Table of Contents
Release of Intellectual Property Rights ..................................................................................................... 2
Abstract ........................................................................................................................................................ 4
Colorado Spaceport Development Plan .................................................................................................. 13
Spaceport Vision, Organization, and Leadership .............................................................................. 13
Recommended Next Steps .................................................................................................................... 16
Spaceport Location Options and Considerations .................................................................................. 20
Six Required Steps ................................................................................................................................ 28
Potential Environmental Impacts ........................................................................................................ 32
Marketing Plan Development .................................................................................................................. 35
Spaceport Association Membership Considerations ......................................................................... 35
Initial Commercial and Small Business Venture Opportunities ...................................................... 38
Future Studies and Considerations for Further Research .................................................................... 40
Spaceport Community Involvement .................................................................................................... 41
Space Education Program .................................................................................................................... 42
Conclusion ................................................................................................................................................. 43
Recommendations ..................................................................................................................................... 45
References .................................................................................................................................................. 47
Appendices A-D ......................................................................................................................................... 54
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 4
Abstract
Webster University’s Space Systems Operations Management Graduate Team 54, through our
research, has prepared and presented the Colorado Spaceport Strategic Plan (CSSP) and
recommended “Next Steps” needed to ensure Colorado’s Spaceport successful development and
growth. The pursuit and technical capability of performing space launches and operations better
and faster, for a lower cost, is key to the success and growth of a 21st Century Commercial Space
Transportation enterprise. The Governor’s official announcement - identifying Colorado’s status
as a “Proposed” Spaceport State, occurred on December 7, 2011 at the Colorado Space Business
Roundtable (Roundup). Colorado’s Spaceport birth now requires an immediate need to identify
the specific roles and responsibilities of spaceport leadership through the formation of spaceport
task force. The task force will need to have a multifaceted approach to address all aspects of
public acceptance, investment (public and private), marketing, expansion and operation of a
suitable spaceport. The spaceport must now initiate the first, of many, critical next steps—
working with the Federal Aviation Administration (FAA), Deputy Administrator for Commercial
Space Transportation’s (ASTs), Space Transportation Development Division (AST-100) in
applying for and obtaining the coveted spaceport License to Operate.
Keywords: Adams County, Colorado, CSSP, DIA, FAA, FRG, Next Steps, Spaceport, Webster
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 5
Team 54 Project Objectives
This research began on 19 October 2011 and was modified several times due to the rapid
unfolding of real-time actions that resulted in Governor Hickenlooper’s historic announcement
that Colorado was pursuing designation as a “Proposed” Spaceport State. The following revised
objectives have been addressed:
• Research and develop a Colorado Spaceport Strategic Plan (CSSP)
o Review previous Webster research on establishing a spaceport in Colorado
o Research lessons learned from current comparable U.S. Spaceports
o Research the FAA/AST Spaceport licensing process
o Research Colorado Spaceport marketing plan options
• Ensure the CSSP includes the following:
o Summary of lessons learned from current operational U.S. Spaceports
o Colorado Spaceport development plan that includes spaceport vision,
organization, leadership, and spaceport location considerations
o Required steps for the FAA/AST Spaceport licensing process, including
potential spaceport environmental impact studies and additional research
o Marketing plan development including the need to capitalize on initial
commercial and small business venture opportunities and any State economic
incentives and potential Spaceport Enterprise Zone benefits
• Recommend the “Next Steps” that Colorado should take after designation as a
“Proposed” spaceport state and identify additional future research requirements
• Brief and Distribute this initial Colorado Spaceport Strategic Plan and Next Steps to
key Colorado Spaceport taskforce membership and supporters
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 6
Overview of Colorado Spaceport Strategic Plan
Uniquely situated in the Rocky Mountains, Colorado (known as the “Mile High” state)
has a mean elevation greater than any other U.S. state (see Table 1, Top Seven States Listed by
Mean Elevation). This characteristic alone puts the state closer than many of its neighbors to
being in reach of Space. Many space-minded people have seen Colorado as a perfect place to
build a space community—and have done so.
STATE MEAN ELEVATION Colorado 6800 ft 2100 m Wyoming 6700 ft 2044 m Utah 6100 ft 1860 m New Mexico 5700 ft 1700 m Nevada 5500 ft 1700 m Idaho 5000 ft 1500 m Arizona 4100 ft 1300 m
Table 1, Top Seven U.S. States Listed by Mean Elevation (Derived from: U.S. Census-Geo., 2004)
Colorado is home to Air Force Space Command, Army Strategic Command, the National
Space Foundation, other military and over 140 aerospace ventures, and has truly been in the
forefront of the early aerospace enterprises; only one thing was lacking…the right ingredients for
Colorado Commercial Space Transportation to unfold as a new emerging industry.
On December 7, 2011, Governor John Hickenlooper of Colorado made a significant
announcement at the annual Colorado Space Business Roundtable “Roundup” in Denver—the
declaration that the day had finally arrived to propose Colorado as a spaceport state. With this
announcement the State of Colorado, and its spaceport leadership, is at the beginning of the
groundbreaking work that lies ahead. Spaceport development and history has shown us that a
well thought-out strategic plan, along with well thought-out “Next Steps” is essential. Spaceport
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 7
leadership needs to address and act upon these crucial starting points if the Colorado Spaceport is
to survive and flourish.
The material presented in this Colorado Spaceport Strategic Plan (CSSP) is the result of
many hours of research by the members of Webster University Graduate class Team 54, and
includes, as applicable, research results from Webster Graduate Team 51 (Commercial Space
Research) and Team 52 (Colorado Proposed Spaceport). This combined research effort enabled
the creation of the blueprint for the CSSP and allowed Team 54 to recommend “next steps” that
focus on success for the Colorado Spaceport. Before listing these next steps, we will review the
valuable lessons learned from other U.S. Spaceports.
Lessons Learned From Current U.S. Spaceports
On November 31, 2011, Colorado Governor John Hickenlooper signed a declaration
letter to the Federal Aviation Administration (FAA) Deputy Administrator for Commercial
Space Transportation (AST) stating Colorado was pursuing status as a “proposed” spaceport
state. For Colorado to advance to the next stage—becoming an FAA “licensed” spaceport—it
must learn from the mistakes and achievements of those who have gone before (compare Table
2, Proposed and Inactive U.S. Spaceports with Table 3, FAA-Licensed Spaceports).
Former Webster University Graduate Teams 51 and 52 researched and discovered the
same lessons learned that Team 54 observed. That is, there is often much excitement at the
beginning of a state’s announced desires to establish a spaceport; however, if not properly
managed, that excitement can wane and the initial enthusiasm and focus can be lost. Table 2,
Proposed and Inactive U.S. Spaceports, shows seven different states had this experience with
eight different desired spaceports. Out of that eight, five are “inactive”, two “proposed”
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 8
spaceports have had no activity for several years, and the last “proposed” spaceport has had very
little activity for the past few years.
Table 2, Proposed and Inactive U.S. Spaceports
(Derived from: FAA-CSTDC, 2011)
Table 3, FAA-Licensed Spaceports
(Derived from: FAA-CSTDC, 2011)
This is very revealing—many try but few make it. So, what is the secret to success when
trying to advance from “proposed” status to licensed status? To help answer this question, we
Light Activity in 2010
No Activity since 2006
No Activity since 2008
Key sites where Colorado Spaceport marketing should target aerospace firms that may be left isolated
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 9
looked at the eight U.S. spaceports that are currently licensed and operating, depicted in Table 3,
FAA-Licensed Spaceports, and selected the key four that are comparable to the Colorado
Spaceport.
Table 4, Lessons Learned by Current FAA-Licensed Commercial Spaceports,
summarizes the vital experiences and lessons learned by successful FAA spaceports recently
licensed (2004 to 2010) to begin space operations. These important lessons are also applicable to
the Colorado Spaceport; therefore, we examined these four spaceports (Table 4, Facts & Lessons
Learned by Current FAA-Licensed Commercial Spaceports) because of their similarities to
Colorado. The four spaceports we examined are the Mojave Air & Space Port, Oklahoma
Spaceport, Spaceport America, and Cecil Field Spaceport. An important fact is that three of these
four spaceports are specifically licensed to launch vehicles that can take off and/or land
horizontally, similar to airplanes.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 10
Mojave Air & Space Port
Oklahoma Spaceport
Spaceport America
Cecil Field Spaceport
State California Oklahoma New Mexico Florida
First Licensed 2004 2006 2008 2010
Operator / Leadership
East Kern Airport District (EKAD)
OK Space Industry Development
Authority (OSIDA)
NM Spaceport Authority (NMSA)
Jacksonville Aviation Authority
(JAA)
Location’s Previous
Designation
Mil & Civ Airport Previously called Mojave Airport & “MCAAS Mojave”, operated by U.S. Marine Corps. Transferred to EKAD in 1972
Mil & Civ Airport Previously called Clinton-Sherman Airport operated by Civ and Mil. All operations ceased Dec 1969
New Location
Mil & Civ Airport Previously called Cecil (Air) Field operated by U.S. Navy, which closed 1993. Transferred to Jacksonville in 1999
FAA Launch Site Operator
License Authorization
Authorized use for testing horizontal takeoffs & landings of suborbital launch vehicles
Authorized use for horizontal takeoffs & landings of suborbital launch vehicles
Authorized use for vertical suborbital missions. Lic. for horizontal launch expected in 2012
Authorized use for horizontal takeoffs & landings of suborbital launch vehicles
FAA Aircraft Site Operator
License Authorization
FAA authorized use for MIL & CIV A/c (not General Aviation)
FAA authorized use for MIL, CIV, & General Aviation A/c
FAA authorized use for only MIL & CIV A/c as it pertains to spaceflight & testing
FAA authorized use for MIL & CIV A/c (not General Aviation)
Active Runways
Operates three runways, the longest runway is 3,810 m (12,500 ft)
Operates two runways; the longest runway is 4,116 m (13,503 ft)
Operates one runway; 3,048 m (10,000-ft)
Operates four runways, the longest runway is 3,810 m (12,500 ft)
Description
An Air & Space Port used for flight testing development, aircraft heavy maintenance, and storage. Has an Air traffic control tower, and an engineering facilities. Space zoned specifically for rocket motor development and testing
Spaceport that provides launch and support services for horizontally launched suborbital reusable launch vehicles. Also, has an Air traffic control tower, and crash and rescue facility
Spaceport built specifically for commercial vertical and horizontal space launch use (not adapted from a previous airport). Also has a weather station.
Spaceport has 175 bldgs, 8 hangars, an active air traffic control tower, warehouse, office, general use, and support facilities. Boeing and Northrop Grumman operate maintenance and overhaul facilities for the DoD.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 11
Mojave Air & Space Port
Oklahoma Spaceport
Spaceport America
Cecil Field Spaceport
Tenant(s)
Home to Masten, (designs, builds, and launches suborbital reusable vertical takeoff and landing vehicles), Scaled Composites, XCOR Aerospace, and Interorbital Sys are located there. In Nov 2010, The Spaceship Co. broke ground on a new Mfg facility here
In Jul 2010, Rocketplane, which was based at the OK Spaceport, filed for bankruptcy
Home to Virgin Galactic. Also, UP Aerospace, Inc., a commercial space launch services company based in Denver operates out of here providing vertical launch suborbital missions services;
Boeing and Northrop Grumman. Virgin Galactic is looking at expanding here
Funding
FAA awarded $125K, as part of FAA’s Space Transportation Infrastructure Matching Grants (STI-MG) program. EKAD used the FAA grant funds to purchase an emergency response vehicle
FAA awarded $380K, as part of FAA’s STI-MG program. OSIDA used the FAA grant funds to install Precision Approach Path Indicator systems for the spaceport’s two runways and replaced the old rotating airport beacon. In addition, the perimeter fence was upgraded
FAA awarded $43K, as part of FAA’s STI-MG program. NMSA used the FAA grant funds to provide an Automated Weather Observing System that capture real-time weather data to support airport and spaceport operations
FAA awarded $105K, as part of FAA’s STI-MG program. JAA used the FAA grant funds to create their Spaceport Master Plan
Lessons Learned and
Notes
1. Unique choice of name for spaceport more fully describes what actually occurs there 2. In Aug 2010, Masten announced a contract award by NASA in support of the agency’s Commercial Reusable Suborbital Research (CRuSR) program. The initial contract calls for four flights of test payloads on the company’s Xaero vehicle, beginning in 2011
1. The long-term history of the OK Spaceport location shows financial and operational issues 2. In 2010, due to financial difficulties, the OK legislative branch had to vote to continue support for the spaceport; however, staffing was cut from five to three
1. Virgin Galactic signed a 20-year lease agreement 2. Trial and error led to splitting Spaceport Authority into the following: Chairperson and a Board, Executive Director, & Community Adv Committee
1. Cecil Field Spaceport is first FAA-licensed horizontal launch commercial spaceport on the East Coast 2.With major companies have long term Gov’t contracts on the shared property, facility funding should not be a problem for them
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 12
Mojave Air & Space Port
Oklahoma Spaceport
Spaceport America
Cecil Field Spaceport
Lessons Learned and
Notes (cont.)
3. As this new commercial spacecraft and delivery technology evolves, this spaceport should do very well as a testing and development facility
3. with the Jul 2010, Rocketplane filing for bankruptcy, future status of the OK is unknown
3. The new Spaceport Authority immediately defined mission and Ops goals and pursued FAA licensing 4.Brought in several large space industry companies early on 5. Involved with community early on; built welcome center & established Community Advisory Committee 6. Established a spaceport education program- Started Spaceport America Institute
3. The fact that Virgin Galactic is looking at expanding here is very promising for this new spaceport
Table 4, Lessons Learned by Current FAA-Licensed Commercial Spaceports (Derived from: FAA-CSTDC, 2011& Applicable Spaceport Internet Webpages)
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 13
Colorado Spaceport Development Plan
In June 2010, the U.S. Federal government announced a new National Space Policy “that
commits the United States to a robust and competitive industrial base” (FAA CSTDC, 2011).
This policy, along with former national space polices, allowed the FAA and other government
officials to petition and welcome all state solicitations for spaceport designation, and presented
the timely opportunity for Colorado to participate. Because these spaceports will be state run
with Federal government oversight, the spaceport leadership will need to “prove” themselves
capable of operating and maintaining the spaceport safely and efficiently. Our research showed
that the following topics are critical first step considerations: Spaceport Vision, Organization,
and Leadership, Spaceport Association Membership Considerations, Spaceport Location current
and future Options and considerations, and, Initial Commercial and Small Business Venture
Marketing Opportunities.
Spaceport Vision, Organization, and Leadership
From its very beginning, the new Colorado Spaceport will require a clear and unified
vision, with identified leadership that will guide the new spaceport through the many essential
daily tasks that lay before them. With this unified vision, the spaceport leadership can then
establish specific objectives and create an operations organization staffed to carry out those
objectives. Understanding the vital need to establish a solid Colorado Spaceport vision,
organization, and leadership from the very start, we now address specifics.
The Colorado Spaceport’s leadership must create a vision statement that addresses the
spaceport’s possibilities and potential. They should have a clear picture of the future they want to
create and consider the following broad questions: Who are they most accountable to—is it to
the people of Colorado and the spaceport’s greatest supporters? If so, this should be part of the
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 14
vision statement. Who are their potential customers and for what purpose are they creating the
spaceport? Include these in the statement. The idea is to create a well-written succinct vision
including a viable timeline and statement that includes the reason for the spaceport’s existence,
who it is serving, what direction it is headed, and what type spacecraft will be operating from it.
A successful operational spaceport will require a solid organizational structure and
unified leadership. This will require at least as complex (if not more) an organization as used in
airport operations and will need to address unique issues, such as the storage and handling of
potentially hazardous materials including rocket fuel and dealing with a potential in-flight
emergency inbound from suborbital space. Before we address the spaceport organizational
structure, we need to examine research results regarding spaceport leadership.
Our research has clearly shown that if the new spaceport is to survive, establishing a
unified spaceport taskforce promptly is crucial. Having strong state and local government
support is also vital; however, we discovered that allowing too much politics into the spaceport
leadership mix often creates disruption and delays. Ideally, you want to create a spaceport
taskforce that is to the extent possible insulated from various political changes so that they do not
affect spaceport operations, functions, or its long-term vision. Spaceport America has already
suffered from this approach and has been set back in completing its initial operational concept.
The new spaceport’s organizational structure may be more complex than one used for
airport operations. Team 54 has drafted an organizational structure “Org chart” that may be
suited for the new Colorado Spaceport, shown in Figure 1, Recommended Colorado Spaceport
Organizational Structure.
This initial draft structure addresses many of the proposed functions, tasks, and
requirements that will be part of the spaceport’s operations and focus of its taskforce.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 15
Figure 1, Recommended Colorado Spaceport Organizational Structure
(Derived from: Webster University Graduate Team 54)
The main priority for the new spaceport organization is to use all of its resources to
complete two vital tasks. The first task is to select a viable spaceport location that meets all FAA
spaceport-licensing requirements as well as those of potential spaceport tenants; the second is to
submit an application for the FAA spaceport operations license. Before we begin, a few
additional points we should consider.
When licensed, the new Colorado Spaceport location will initially focus on launching and
receiving suborbital vehicles to and from space. In the 2011 update to the FAA annual report,
U.S. Commercial Space Transportation Developments and Concepts: Vehicles, Technologies,
and Spaceports, the FAA explains essential capabilities and requirements for any spaceport. To
help identify what facility and capability upgrades may be required for the new Colorado
Spaceport, a portion of the FAA annual report is worth quoting verbatim (bold highlighted text
added to show emphasis for Colorado):
“These (spaceport) sites often also provide the capability to integrate launch vehicle
components, to integrate vehicles with payloads, to fuel and maintain vehicles, and
to launch vehicles. From the spaceport, an orbital launch vehicle travels over an area
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 16
called the launch range, which typically includes tracking and telemetry assets. These
range assets monitor the vehicle’s performance until it safely delivers a payload into
orbit or returns to Earth. Tracking and telemetry assets may also facilitate recovery of
reusable stages (FAA-CSTDC, 2011).”
Observe from the reading that this FAA information is general in nature and that the FAA
themselves are still developing the right guidance and words to fit an evolving technology and
commercial space transportation capability. However, it does clearly point out there are many
additional considerations for aColorado Spaceport. For now, we will turn our attention to
important options and considerations for the proposed spaceport location.
Recommended Next Steps
While the news of the first Colorado Spaceport is electrifying, we need to review the
valuable lessons learned by other spaceports where we can glean their successes and avoid their
mistakes. Team 54 has identified the following seven key “Next Steps” that our research shows
should support success for the new Colorado Spaceport.
Step 1 – Spaceport Unity, Leadership, and Organization
As we have previously mentioned, establishing a unified approach for spaceport
leadership in the form of a taskforce is a crucial first step. Each position on the taskforce should
have roles and responsibilities clearly defined. A unified approach should start with firm
understanding of how spaceport operations will be organized. It should include a master plan
with Vision and Mission statements and identify essential Colorado Spaceport organization
development activities. This includes knowing exactly what operational and support activities
will occur at the spaceport and the potential environmental impacts from these activities
(essential for Step 3 – FAA Licensing).
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 17
This critical first step needs to be discussed, assessed and a coordinated solution
documented. There are currently several “space” related groups within the state that have varying
roles and responsibilities (official and unofficial) that could result in delayed action or
counterproductive activities drawing away from the primary focus of a spaceport being
established and sustained. Some organizations have a strong presence and recognition from the
Aerospace industry in their specific niche areas, whereas tasks needed to support spaceport
development may fall by the wayside due to conflicting interests. A spaceport master plan should
include clearly defined roles and responsibilities for each organization and member of its
taskforce that will have key responsibilities in supporting spaceport investment, marketing
development, and operations.
Step 2 – Spaceport Location
Significant developments emerged prior to Governor Hickenlooper’s 7 Dec 2011, CSBR
Roundup announcement that resulted in Adams County-Front Range Airport (FTG) being
identified as the initial proposed location for the first spaceport in Colorado (see the section
defining FTG’s existing resources, capabilities and future expansion opportunities). Note
however, Colorado could feasibly have spaceport activities at more than one location.
Step 3 – FAA Licensing
Research has been completed and included in the CSSP on the steps required to apply for
and receive a FAA/AST license to operate a spaceport. FAA/AST-100 has notified the Colorado
office of Economic Development and International Trade (EDIT) they will visit Colorado in
January 2012 to begin the licensing pre-application process.
Step 4 – Marketing and Media Approach
Starting now with the announcement of FTG as Colorado’s first proposed spaceport, a
solid marketing approach needs to be implemented. At this time, the FTG Director of Aviation,
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 18
Dennis Heap, is the designated public affairs media spokesperson. The spaceport needs to have
the combined support of all of the Front Range Economic Development Corporations (EDCs),
the Colorado office of EDIT, and State Representatives and Senators to ensure that correct and
consistent information on Colorado’s spaceport is properly disseminated. The spaceport will
need to capitalize on initial commercial and small business venture opportunities triggered by
business interest in relocating and establishing new or expanded operations at the Colorado
Spaceport. Potential free trade zones, state tax credits for creating new jobs, and other incentives
will serve as powerful attractions.
Another important marketing approach is reaching out to the space community through
Spaceport Association / Membership involvement. Creation and maintenance of a well-designed
web site to include “sign me up for spaceport events and news” should be available. Today’s
public is an electronic society that seeks new information and is excited about developments they
may have strong interest in or need for potential services and employment opportunities.
Colorado is fortunate to have over 164,000 aerospace workers and they are going to be very
interested in the future developments of a Colorado Spaceport.
Step 5 – Funding
To ensure activities supporting the establishment of a spaceport are completed in a timely
manner, the spaceport needs to seek funding from every source possible: Federal, State,
corporate & private sources. This strategic plan includes a listing of potential sources. Webster
University is available to assist in identifying available grants and writing proposals.
Step 6 – Community Involvement
There is also a need to reach out to the local and state community. Get their “buy in” now
and continue to energize the public with the spaceport concept and development as it attains a
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 19
formal license to operate. Use of social and local media, events, and potential educational
(possibly Science, Technology, Engineering, and Mathematics—STEM—offerings to target the
state’s youth and encourage them to be in the pipeline for future commercial space transportation
employment opportunities) will keep enthusiasm high. Disseminating accurate information will
also facilitate the licensing process by limiting public comment based on erroneous perceptions
of the spaceport. Consider creating a spaceport visitor center as a reliable means of promoting
spaceport development and growth (proven by New Mexico’s Spaceport America).
Step 7 – Space Education
Develop a Space Education Program (on site at the spaceport; perhaps as part of the
proposed visitor center) for future Space Systems Operations Management staff and future
employment seekers. Once the spaceport becomes operational, a significant increase in
employment opportunities will require educated, skilled, and knowledgeable personnel.
Eventually, Denver Mayor Hancock’s and DIA Manager of Aviation Kim Day’s future
Aerotropolis concept may result in the rapid development of DIA-FTG as a hub for 21st Century
flight operations involving aviation and commercial space transportation.
We have already addressed one of the seven proposed next steps (Spaceport Unity,
Leadership, and Organization). We will now address the remaining next steps in detail.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 20
Spaceport Location Options and Considerations
Customers will travel from around the globe to reach the spaceport. FTG and the
Colorado Springs Airport (COS) are ideally situated near large cities that can and do easily
support customers and space businesses. FTG possesses an additional advantage being located
less than an 18-minute drive from Denver International Airport (DIA). This provides easy access
for U.S. and international spaceport customers. Conversely, the Colorado Springs Airport would
be limited to domestic U.S. flights and many customers would be required to route through
Denver when arriving and departing. Based on the convenience of these airports, and the
assumption that spaceport customers will not want to travel to isolated airfields, only the
Colorado Springs and FTG Airports will be analyzed in this paper. FTG Airport, located east of
Denver, and the Colorado Springs Airport located southeast of Colorado Springs, will be
assessed using five evaluation criteria. The evaluation criteria are as follows:
• runway length
• runway weight bearing capacity
• runway surface construction
• current airport usage, and
• navigation aids
Special consideration must be noted for the runway surfacing used at proposed
spaceports. Asphalt surfaces on runways are not sufficient to support liquid oxygen (cryogenic)
fueled spacecraft. Tests conducted by NASA in 1973 concluded that liquid oxygen contact with
asphalt destabilized the asphalt and destroyed the surface (Moyers, et al., 1973). However, some
companies are experimenting with new rocket technologies and hybrid propulsion systems that
do not utilize liquid oxygen, alleviating the requirement for concrete runways.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 21
Colorado Springs Airport (COS)
The Colorado Springs Airport operates three primary landing strips. The airfield
encompasses 7,135 acres and is a joint military and commercial airport, with two parallel
runways and one crosswind runway (see Figure 2, Colorado Springs Airport Layout, for a
graphical representation of the COS airport design).
Figure 2, Colorado Springs Airport Layout
(Derived from: Colorado Springs Airport, 2011)
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 22
Colorado Springs Airport: The two parallel airstrips, runways 17R/35L and 17L/35R, are
oriented North and South with magnetic azimuths of 171/351 degrees and true azimuths of 180/0
degrees. The crosswind strip, runway 13/31, is oriented Northwest and Southeast with a
magnetic azimuth of 126/306 degrees and a true azimuth of 135/315 degrees.
The Colorado Springs Airport supports numerous air activities. Peterson Air Force Base
is located on the North side of the airfield, which shares the runways with the commercial
airport. A passenger terminal is located on the South side of the airfield, capable of processing
multi engine commercial aircraft. There are multiple commercial cargo company air operation
centers and several single-engine private aircraft and hanger facilities located to the west of the
airfield.
There are approximately 290 aircraft based on the Colorado Springs Airport and it
averages 420 operations per day (see Table 5, COS Airport Type & Number of Aircraft). The
airfield can support a variety of fixed wing and rotary aircraft up to and including a commercial
Boeing 747 and the military cargo aircraft C-5 Galaxy. A multitude of aircraft frequently operate
on the airfield including, but not limited to, military fighters, commercial and military cargo
planes, and civilian and military vertical takeoff aircraft. The President’s Boeing 747, Air Force
One, frequently lands there when traveling to Colorado Springs. The airfield was also once
certified as a Space Transportation System (STS), Space Shuttle emergency landing site.
Type of Aircraft Number Single engine 146 Multi engine 64 Jet engine 34 Helicopters 2 Military 46
Table 5, COS Airport Type & Number of Aircraft (Derived from: AirNav, 2011)
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 23
Runways 17R/35L and 13/31 have a grooved asphalt surface and are assessed to be in
good condition. Resurfacing these two runways to a concrete surface in order to account for
potential liquid oxygen leaks from spacecraft would be a significant expenditure. Additionally,
the necessary construction would presumably be a considerable impact to airport operations as
aircraft would be limited to only one North-South runway during 17R/35L’s resurfacing. This
would detrimentally affect the aforementioned military and commercial aircraft traffic by
decreasing available runways. Because of the unlikely probability that runways 17R/35L and
13/31 will be resurfaced with concrete, and that a horizontal launch spacecraft would likely use
the longer concrete runway, they will be omitted from further evaluation.
COS runway 17L/35R is 13,501 feet long and 150 feet wide. Weight bearing capacity
rating for single wheel aircraft is 75,000 pounds, double wheel is 175,000 pounds, double
tandem is 400,000 pounds, and dual double tandem is 850,000 pounds. The runway is grooved
concrete and is assessed to be in good condition. Navigation support is provided by Instrument
Landing Systems (ILS) Cat I, 1,400 foot Medium-intensity Approach Lighting System with
Runway Alignment Indicator Lights (MALSR), and high intensity runway edge lights (AirNav,
Adams County-Front Range Airport (FTG)
FTG Airport is a general aviation airport and operates two runways that are perpendicular
to each other. The airfield encompasses 4,000 acres of land and is surrounded by 6,000 acres of
non-residential, master planned industrial complex. FTG is one of the largest general aviation
airports in the U.S., with 607 acres of developable land and the potential to expand an additional
266 acres zoned as industrial (see Figure 3, FTG Layout, for a graphical representation of the
FTG airport design). One airstrip, runway 8/26, is oriented North and South with magnetic
azimuth of 169/349 degrees and a true azimuth of 180/360 degrees. The second airstrip, runway
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 24
17/35, is oriented East and West with a magnetic azimuths of 080/260 degrees and true azimuths
of 091/271degrees (AirNav, 2011).
Figure 3, FTG Layout
(Derived from: FTG, 2011)
FTG is currently operating at 20 percent capacity and has significant existing potential
for growth. There are three “modules” centrally oriented on the East/West runway 17/35.
Modules 1 and 3 have already been developed and consist of several aircraft hangers. Module 2
is a 40-acre section designed for Group II aircraft and 50 percent of the area is available for
future expansion. The Colorado National Guard’s 5th Battalion, 19th Special Forces Group
(Airborne) armory resides near the module area. The recently renovated passenger terminal is
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 25
also located near runway 17/35 and features new conference and meeting rooms, a café, and a
state-of-the-art customer service center (FTG, 2011).
There are approximately 347 aircraft based on FTG and it averages 166 operations per
day (see Table 6, FTG Type & Number of Aircraft for specific types and number of aircraft).
The airport can accommodate aircraft as large as a Boeing 737 and the military C-130 Hercules.
Current plans for expansion of the airfield would allow significantly larger aircraft to operate.
Type of Aircraft Number Single engine 259 Multi engine 61 Jet engine 7 Helicopters 5 Ultra lights 15
Table 6, FTG Type & Number of Aircraft (Derived from: AirNav, 2011)
Front Range runways 8/26 and 17/35 are 8,000 feet long and 100 feet wide. Preliminary
construction was completed to increase both airfields to 10,000 feet long. There is also potential
to lengthen 17/35 even further, up to 12,000 feet. Final runway designs call for 8/26 to increase
its width to 150 feet and 17/35 width to 200 feet. Weight bearing capacity rating for single wheel
aircraft on 8/26 is 28,000 pounds and double wheel is 40,000 pounds. Weight bearing capacity
for single wheel aircraft on 17/35 is 34,000 pounds and double wheel is 46,000 pounds. Both
runways are an asphalt surface and are assessed to be in good condition. The airport could lay
concrete over the existing asphalt in order to alleviate the aforementioned liquid oxygen safety
concerns; however, the previously reference hybrid rocket would also ease this requirement.
Navigation support is provided by (ILS) Cat I and 1,400 foot MALSR. Runway 8/26 employs
high intensity runway edge lights and runway 17/25 employs medium intensity (AirNav, 2011).
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 26
We have carefully reviewed spaceport location options and resources. Next, we will look
at how the new spaceport will interact with Colorado airspace operations.
Spaceport Control Center
The Colorado Spaceport operations will require an integrated command, control, and
coordination effort with the major Front Range airports—Denver International, Centennial, and
Colorado Springs airports. FTG is already integrated into Denver’s FAA Class ‘B’ airspace.
Control architecture and additional effort would be required in order to coordinate with the
Colorado Springs airfield. Further, coordination is recommended to communicate spaceport
operations with North American Aerospace Defense (NORAD) Command, Northern Command
(USNORTHCOM), Air Force Space Command (AFSPC), Strategic Command’s
(USSTRATCOM), Joint Functional Component Command Space (JFCC-Space), and the Joint
Functional Component Command Integrated Missile Defense (JFCC-IMD). Conveniently,
USNORTHCOM and AFSPC are located at Peterson Air Force Base near Colorado Springs and
JFCC-IMD is located at Schriever AFB east of Colorado Springs.
There are several reasons coordination benefits the Colorado Spaceport. First, space
situational awareness information is desired for low Earth orbit objects in order to deconflict
possible conjunctions between satellites and spaceport launches. This same information is used if
the spaceport mission is intended to be a rendezvous with a spacecraft already in orbit. Second,
pre-coordination with aerospace defense and missile defense elements is required since sensors
used for early warning will detect the spacecraft launches and potentially cause issues. This
coordination will allow the defense elements to maintain situational awareness of what the
sensors are detecting and could assist the spaceport in resolving anomalous events, especially in
the event of an accident. Third, compliance with international law requires launch notification to
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 27
prevent misunderstanding of any launch of a spacecraft that could potentially be picked up by
U.S. and Foreign sensors. Fourth, AFSPC or USSTRATCOM, or another Department of Defense
(DoD) entity may become potential customers of the Colorado spaceport. Manned flights, space
payload testing, or space launch or small satellites via horizontal lift are just a few of the
potential DoD missions that could be leveraged by a local spaceport. Fostering a synergistic
relationship with military elements, conveniently located in Colorado, can benefit both the
spaceport and the DoD. It would be in the spaceport’s interest to begin exploring potential long-
term DoD missions and keeping them abreast of developments.
FAA Spaceport Licensing Process
Spaceports are sites dedicated to launching orbital or suborbital vehicles into space.
These sites often also provide the capability to integrate launch vehicle components, to integrate
vehicles with payloads, to fuel and maintain vehicles, and to launch vehicles. The Federal
Aviation Administration’s Office of Commercial Space Transportation (FAA/AST) licenses and
regulates U.S. commercial space launch and reentry activity, as well as the operation of non-
federal launch and reentry sites, as authorized by Executive Order 12465 and Title 49 United
States Code, Subtitle IX, Chapter 701 (formerly the Commercial Space Launch Act).
FAA/AST’s mission is to ensure public health & safety and the safety of property while
protecting the national security and foreign policy interests of the United States during
commercial launch and reentry operations. In addition, FAA/AST is directed to encourage,
facilitate, and promote commercial space launches and reentries (FAA CSTDC, 2011).
According to United States Code 51 Section 50901 and its implementing guidance 14
Code of Federal Regulations Part 413, the Secretary of Transportation, through its subordinate,
the Federal Aviation Administration, Office of Commercial Space Transportation (FAA/AST)
(FAA), is tasked to conduct the licensing process for all commercial space activities (14 CFR
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 28
413, 1999). This required licensing process not only applies to space vehicle launch and launch
site operations but also covers space vehicle reentry and landing, payload processing, and
experimental space research.
Six Required Steps
For spaceports, this six-step process ideally culminates in the issuance of a five-year
license to conduct specifically defined spaceport operations. This subsection of the paper will
concentrate on those six steps and it will detail all that should go into those seemingly innocuous
steps, two of which are already complete for Spaceport Colorado (Appendices A, B and C).
Steps 1 & 2: Declaration and FAA Support
At first glance, the six steps are straightforward; gain state government support, request
FAA support, conduct a joint pre-application meeting with the FAA, assess environmental,
economic, and other impacts caused by the spaceport (as outlined in the pre-application
meeting), assemble and submit the complete application for FAA review, and finally issue the
license (14 CFR 413, 1999). Upon further review though, it becomes clear that, except for the
first two steps, the path through the remaining four steps can be steep in places. Just how steep is
situationally dependent upon the intended spaceport, its purpose and the measures taken to
address all concerns.
The first two steps are complete. The State of Colorado demonstrated its support for a
spaceport with Governor Hickenlooper’s formal written declaration to the FAA/AST on 31
November 2011 that Colorado was pursuing ‘Proposed’ Spaceport Status. Separate, but equally
important, was an email from Kim Day (Kim Day, 2011), Manager of Aviation, Denver
International Airport (DIA) stating full support of Front Range Airport (FRG) to be identified as
the first location in Colorado to pursue FAA/AST Spaceport Licensing. On 2 December 2011,
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 29
the FAA responded with an email acknowledging Colorado’s pursuit of ‘proposed’ spaceport
status, and that they would be sending a delegation to Colorado to initiate the pre-application
interview (Michael McElligott, 2011). This documented the FAA’s favorable response and
recognition of Governor Hickenlooper’s request for Colorado to be recognized as a proposed
spaceport state, from Dr. George C. Neild, Associate Administrator for Commercial Space
Transportation (Hickenlooper, 2011).
With these steps complete, Colorado must now embark on the bulk of the work. Given
the emerging nature of the spaceport concepts and the even more esoteric technologies they deal
with, the entire spaceport licensing process is intentionally designed to be informal and
accommodating (Grace, 1999). In fact, the FAA is specifically tasked in Executive Order 12465
to encourage and facilitate the entrepreneurial development of all commercial space-related
activities, especially space infrastructure ((14 CFR 420, 2000). The only non-negotiables in the
process focus on the mandate for the FAA to protect the welfare and safety of the American
public, their property, and the national security and foreign policy interests of the United States
as it relates to licensing spaceport operations (51 USC CHAPTER 509, 2011).
Step 3: Pre-Application Meeting
“Our relationship with airports in America is not a good relationship. In the extreme, it is
a hate- hate relationship,” (Kasarda, 2011)
The FAA, presumably drawing upon its lessons learned from the development of airports
over the last hundred years approaches the licensing process for spaceports in a cooperative
fashion. Their intent is to serve as an ombudsman between the competent development of
spaceports and their impact upon the communities where they emerge. This ombudsman role will
be immediately evident with the onset of the mandatory Pre-Application Meeting between the
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 30
FAA and the prospective spaceport licensee (14 CFR 413.5, 1999). This is where the meat of the
licensing process begins. This relatively informal meeting has several objectives but is primarily
intended to be a dialogue centered upon Spaceport Colorado’s proposed activity. Therefore,
Spaceport Colorado should initially take the lead during the meeting and describe the intended
activity. With this in mind, Spaceport Colorado is teaming with RocketCrafters, Inc. prior to the
meeting to begin developing an initial concept of operation for the spaceport. This enables
Spaceport Colorado and one of its primary spaceport tenants to draft a consistent and thought-
provoking presentation for the FAA to digest. To this end, Spaceport Colorado should outline its
concept of operation in as much detail as is known to include the technologies (types of
spacecraft), materials (Hazardous or Non-Hazardous), and companies (training, flight operations,
services or manufacturing) that will be involved. Additionally, the presentation or concept should
address, at a high level, items such as a nominal operation from beginning to end, public
relations, environmental and economic impacts, security, the adequacy of spaceport
infrastructure and experience, hazardous material handling and storage, and emergency actions.
In return, the FAA will pose questions that are intended to ensure the FAA has a
complete understanding of the proposed concept and to proactively “identify potential issues
relevant to the FAA’s licensing determination” (Grace, 1999). The outcome of this meeting will
be an initial list of the necessary impact documentation and procedures that the FAA, based on
its knowledge of the field, deems necessary for a complete application.
Another objective for the Pre-Application Meeting is to ensure the applicant has a
complete understanding of their responsibilities as a licensee (Grace, 1999). Specific
requirements, as outlined in 14 CFR Part 413 for the areas of safety, payload inspection, policy,
environmental concerns, and financial liability will be discussed. Denver and Adams County
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 31
should be researching and preparing appropriate legislation to address the specifics of liability
relative to spaceport operations and spacecraft operators. In keeping with their mandate, the
FAA’s primary focus will be on safety. Since Spaceport Colorado’s concept involves horizontal
space launch, the FAA’s AST Licensing and Safety Division will most likely require the
demonstration of the proposed safety regime that accompanies the overall concept and
technologies. (Grace, 1999)
Step 4: Impact Assessment
The next step concerns itself with assessing the various impacts of Spaceport Colorado. It
will be Spaceport Colorado’s job to develop and gather the necessary documentation, as
discussed in the Pre-Application Meeting, in order to submit a complete application. The
application will be used during the review process to form an assessment of the applicant’s
ability and resources to execute the responsibilities of a licensee as well as to determine whether
the various impacts of the intended spaceport are appropriately addressed and acceptable.
This step may be lengthy, depending on the various items that need to be developed.
Almost without question, a formal period for public comment will be necessary so that the FAA
is aware of the local public sentiment in regards to having a spaceport and its many activities in
their “backyard” (Council on Environmental Quality, 2007 and Federal Register, 2006). Due to
the proximity to Denver International Airport, the FAA will be greatly influenced by DIA’s
favorable position regarding the proposed Spaceport (Appendix D). Other necessary items will
range from economic and environmental impact statements to technical papers on the concept
and its member technologies. Should some of this information be proprietary or confidential
information, 14 CFR Part 413.9 describes how to request its confidential handling.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 32
Potential Environmental Impacts
One of the biggest steps in the preparation of an application is the successful conduct of
an environmental impact statement. By virtue of the National Environmental Protection Act of
1969 (NEPA), the FAA is required to ensure that any activities it licenses, comply with the
applicable environmental laws. This requirement is no different from that required for the
licensing of an airport. Considering that the Front Range Airport is already a licensed airport, it
likely already has some experience with the complexities of an environmental assessment. Based
on the proposed new activity associated with spaceport operations, a new environmental study
will most likely be in order but a good portion of the existing environmental impact can probably
be used. Webster University has offered to acquire a copy of Spaceport America’s
Environmental Study and complete a point-by-point analysis to determine what, if, any missing
elements are in the existing Front Range study that needs to follow Spaceport America’s lead for
horizontal spacecraft operations. Once areas needing an impact study completed are identified,
there are many environmental assessment firms available to help complete this task. Perhaps the
best method here would be to contract the firm responsible for the previous ‘airport’
environmental assessment and have them complete the new ‘spaceport’ requirement using as
much of the previous data as possible.
In an effort to streamline the overall processing timeline, the FAA encourages
preliminary applications (Grace, 1999). As mentioned, a few of the items necessary for a license
determination could take some time (months) to develop. A prime example is the environmental
impact. The environmental impact for the spaceport in Oklahoma took a year and a half to
complete (Edwards, 2003). For this reason, the FAA tries to front-load the process by conducting
a preliminary review of completed items, or even draft items, as they receive them (14 CFR
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 33
413.11, 1999). Instead of waiting for a complete application packet and then beginning the
review process step, the intent here is to identify, as soon as possible, potential issues that may
negatively affect a license determination and provide preliminary feedback to the prospective
licensee. In this manner, the FAA hopes those potential issues can be appropriately addressed
while waiting for other application items to be completed. This saves time in the overall process.
As will be stressed repeatedly, the focus will be on the applicant’s responsibility and ability to
ensure the public’s safety, so be sure to identify and address all critical or sensitive public safety
issues. All conclusions should be supportable with facts. In the end, the FAA will notify the
applicant when the application is complete and the formal review process has begun.
Step 5 – Formal Application and FAA Review
Obviously, if notified of an incomplete application it must be completed in a timely
manner as a license determination will not be issued based on an incomplete application. For the
application itself, there is no particular form to fill out however, 14 CFR Part 413.7, reveals the
necessary administrative data that must be included. Of particular note, 14 CFR 413.7(c)(1)
requires that an officer of the corporation, or an individual duly authorized to act for the
corporation, sign the application certifying that it is true, complete and accurate.
In accordance with law, the FAA has 180 days to complete the formal review process and
issue a decision. However, also provided for in the same law is the FAA’s ability to practice
tolling (14 CFR 413.15, 1999). This legal practice allows the FAA to stop the process calendar.
Therefore, the 180-day deadline does not necessarily include the periods required for the
gathering and submitting of additional information (over and above that included with the
complete application) as the application goes through the formal review process. Additionally,
the FAA can stop the process at any time if there is any significant change to the application. It is
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 34
important to note here that the applicant is responsible for the continuing accuracy and
completeness of information submitted to the FAA and must notify them of any substantive
change that may affect public health and safety, safety of property, or hazards to the
environment.
Step 6 Issuing the License
The final step in the process is the issuance of the license. Again, in keeping with their
mandate, the FAA will review the application and its various impact assessments to ensure that
the intended operation meets public safety requirements and all applicable regulations. Then, if
everything is in order, they will issue a license. The license will typically cover a five-year
period and include one or more license orders that list the terms and conditions of the license. It
is equally important that once licensed, the spaceport authorities keep track of any facility
changes or environmental issues that develop over time and ensure they are addressed in an on-
going effort to update the living document used to secure initial licensing.
Unfortunately, an application can be denied. In this case, the FAA will notify the
applicant and specify the reason or reasons for the denial. Ideally, the applicant will have some
relative indication of this potential based its experience during the impact assessment portion of
the overall process. At this point, the applicant has two options. First, the applicant may request a
hearing. The procedures for this are found in 14 CFR Part 406. The second option is to correct
the deficiencies related to the reasons for denial and request the application be reconsidered. The
FAA will then have 60 days to reconsider the application. If the application is denied again, the
applicant can still request a hearing.
License renewal follows the same procedures as an initial application. Much of the
supporting information included with the initial application can be incorporated by reference
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 35
with the renewal. However, the request for renewal must describe any proposed changes to the
applicant’s currently licensed activities. A request for renewal should take place at least 90 days
before the expiration of the current license.
Marketing Plan Development
A comprehensive marketing plan should also be developed in parallel with Colorado’s
efforts to obtain spaceport licensing. The intent of this plan is three-fold. First, to ensure that the
various Economic Development Corporations and Chambers of Commerce in the State of
Colorado are aware of the spaceport and the potential significant new business growth in this
market. Second, to announce to the space industry the pending certification of the Colorado
spaceport so they can begin to evaluate the potential opportunities for their companies. Finally,
the marketing plan should target Colorado communities to inform the citizens about this
historical landmark. This message should address any public safety issues and environmental
concerns, focus on the benefits to the local economy, and ultimately gain their support for the
spaceport.
Spaceport Association Membership Considerations
The Colorado Spaceport leadership should aggressively seek to communicate their
capabilities and services with both the U.S. and international commercial space industries. One
avenue to assist in this marketing effort would be to join and actively participate in some of the
many existing space and spaceport associations.
The International Symposium for Personal and Commercial Spaceflight (ISPCS) meets
once a year in October and includes industry leaders like NASA, Boeing, SpaceX, Bigelow
Aerospace, Virgin Galactic, the Air Force Research Lab, and the United Launch Alliance. There
were over 40 exhibitors at the 2011 symposium and over 25 presentations were provided from
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 36
the various attendees (ISPCS, 2011). The ISPCS provides a forum for these pioneers to
communicate their companies’ vision, services, and program progress. Lessons learned include
Spaceport Investors and Industry Day, which bring focused attention to the spaceport.
The Commercial Spaceflight Federation (CSF) mission “is to promote the development
of commercial human spaceflight, pursue ever higher levels of safety, and share best practices
and expertise throughout the industry.” The 16 Executive Members include commercial
spaceflight developers, operators, and spaceports. The 32 Associate Members include companies
that support commercial spaceflight, suppliers of mission support services, and providers of
training, medical, and life-support products and services. A board of directors, composed of
commercial space industry leaders, governs the CSF. The Presidents and Chief Executive
Officers (CEO) of Virgin Galactic, SpaceX, Bigelow Aerospace, and United Launch Alliance all
serve as board members for the CSF (CSF, 2011).
The National Space Foundation’s mission is to “advance space-related endeavors to
inspire, enable and propel humanity.” The Foundation is a global, non-profit, and independent
organization that includes over 100 companies that are members, partners, or patrons. The Space
Foundation is also responsible for conducting National Space Symposium, the premier event for
space professionals in the world (Space Foundation, 2011). This forum undoubtedly provides
direct access to the largest audience of U.S. and international space industry professionals and
would provide the Colorado Spaceport the opportunity to disseminate information to a broad
group of key business leaders. Perhaps the most pressing participation for the Colorado
Spaceport would be in the 2012 National Space Symposium to be held at the Broadmoor in
Colorado Springs on 16-19 April 2012. This is truly one of the premier space industry
networking and professionally developing conferences that takes place. All of the major space
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 37
industry players attend this conference to present their wares and review what is new in the
industry. A distinct presence at this symposium—perhaps collocated with the Colorado Space
Coalition booth—would be a formal launch for Colorado’s Spaceport marketing effort. The
networking potential alone would socialize Colorado Spaceport’s existence and provide the
greatest opportunity for drawing both existing and emerging technologies to the state.
Getting Governor Hickenlooper to address the National Space Foundation attendees at
their gala opening ceremonies, welcoming the attendees to Colorado – the next Spaceport State
would be a huge political and public awareness opportunity.
There are several other organizations, associations, and federations available that the new
Colorado Spaceport may be interested in. The spaceport should evaluate each for applicability to
their goals and potential membership. However, we recommend that special emphasis and
priority be placed on the aforementioned ISPCS, CSF and National Space Foundation in order to
maximize the limited resources that the fledgling Colorado Spaceport is likely to have at its
disposal.
The Spaceport leadership and ‘proposed’ designated spaceport should also leverage the
most powerful marketing tool available by exploiting the Internet and social media. The
spaceport website should provide a specific section with their spaceport details and
specifications, existing and potential future space operations, current and prospective space
industry customers, and links to existing spaceport, economic, and environmental studies.
Webster University, in particular, has developed numerous reports and recommendations over
the past nine years regarding a Colorado Spaceport. These reports provide significant
background, market analysis, and infrastructure recommendations for a Colorado Spaceport.
Webster University will continue to conduct research that will emphasize Colorado’s aerospace
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 38
industry strengths and spaceport opportunities. The website should also highlight the various
benefits of business development in Colorado, emphasizing the benefits and recommended tax
advantage that the Colorado Spaceport can provide for new or relocating firms. We also
recommend that Webster University assist in preparing this information to be made, without
cost, immediately available in the next annual FAA/AST U.S. Commercial Space Transportation
Developments and Concepts: Vehicles, Technologies, and Spaceports publication.
The spaceport leadership and the designated spaceport should also take advantage of
other social networking outlets. Services such as Twitter and Facebook are not only extremely
popular with both the technology savvy and the general public, but all of the mainstream major
media outlets also use these forums for communication. They can be used to notify users and
potential customers of news releases, significant meetings like the annual Colorado Space
Business Roundup (CSBR) and National Space Symposium, and provide FAA Colorado
Spaceport licensing progress and information. Employing the Internet and social media will
allow the spaceport leadership and spaceport activities to rapidly access a broad and international
audience, attracting potential customers and keeping the public informed.
Initial Commercial and Small Business Venture Opportunities
The State of Colorado government can also directly influence attracting new space
businesses to the state. In 2009, Colorado implemented the Colorado Job Growth Incentive Tax
Credit, which provides a state income tax credit to businesses that create at least 20 new jobs
with an average yearly wage of at least 110% of the county average in a 60 consecutive month
period (OEDIT, 2011). This tax credit program is designed to entice out-of-state businesses to
create new high-paying jobs in Colorado. In just two years of existence, this program has
attracted several companies, 422 new jobs, and claimed over $521,000 in credits (Svaldi, 2011).
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 39
The Colorado Job Growth Incentive Tax Credit, or an even more generous new one
specifically targeting the space industry, should be marketed to the existing and emerging
spaceport customers. This incentive draws new companies, external to Colorado, to the state,
bringing valuable business and their much-needed jobs during a time of economic downturn.
According to the U.S. Census Bureau’s American Community Survey, 38.2 percent of Denver
adults 25 years and older have completed a bachelor’s degree or higher. This is second only to
Austin, Texas at 39.4 percent (Svaldi, 2011). This means that Colorado is optimally positioned to
take advantage of these new high-paying positions with an existing, educated workforce. As the
new businesses continue to grow and flourish, the profits generated by them will eventually
result in increased tax revenues for the state, even though it may be at a reduced tax rate.
Ultimately, Colorado benefits in three key areas; business growth at the new spaceport, new jobs,
and increased tax revenue.
Proposed Spaceport designation also provides an avenue to request grant funding. It is
recommended that grant funding be used to conduct environmental and feasibility studies and
develop the Colorado Spaceport’s infrastructure. The FAA/AST has established a Commercial
Space Transportation Grants Program for the purpose of ensuring the resiliency of the space
transportation infrastructure in the United States. The legislation authorized by Congress makes
Federal funding available that is to be used in conjunction with matching state, local government,
and private funds specifically for space transportation infrastructure. Development projects
eligible for this funding include technical and environmental studies, construction improvement,
and the design and engineering of space transportation infrastructure, including facilities and
associated equipment. In 2010, the first year funds were distributed, $500,000 in funds were
provided through this grant program.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 40
The FTG is uniquely situated adjacent to another economically advantageous area
identified as the Adams County Enterprise Zone. This region has been designated to encourage
business in economically distressed geographies by providing State income tax credits to
businesses located either within the zone, or to companies that contribute to Enterprise Zone
projects, encouraging economic growth. Credits are awarded for job training, new jobs, health
insurance, research and development, and infrastructure contributions (Adams County Economic
Development, 2011).
The potential for Colorado to attract aerospace companies is significant. Notably,
California recently experienced a loss of space industry business due to a perceived lack of
focus, excessive regulation, and overall lack of competitiveness (Messier, 2010). For example,
Virgin Galactic’s SpaceShipOne began development and testing in California. However, state
officials failed to recognize the importance of the program and neglected to embrace this
developing endeavor. As a result, New Mexico was able to draw Virgin Galactic away from
California and has since begun construction of Spaceport America, bringing millions of dollars
into the state and creating (potentially) thousands of jobs. Existing grants and Colorado tax
incentives are available to prospective space companies seeking to relocate, but coordinated new
legislation should also be considered to attract businesses that are seeking an advantage to their
current position.
Future Studies and Considerations for Further Research
There were numerous other topics related to establishing a long-term Colorado
Spaceport. The Colorado Spaceport strategic plan has to be able to weather the many storms and
challenges ahead and yet take advantage of all the exciting opportunities that lay in store in its
future. Two additional topics stand out in our minds as to what to recommend for further
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 41
research in the near future. They are Spaceport Community Involvement and Space Education
Program for All Levels of Education.
Spaceport Community Involvement
One of the facts that stood out early on, which seem to be a big player on a new state
spaceport degrading from FAA “Active - Proposed Spaceport” status to “Inactive” status, was
whether or not the local and state communities were “sold” on the idea and therefore willing to
support all efforts to help it to succeed. We discovered that part of the reason for non-community
involvement and backing was poor spaceport publicity and education on its purpose and what it
could do for the state (and the surrounding communities that host it) in terms of boosting the
economy, jobs, education system, state pride…and the list goes on. Having strong, educated
support and backing for the Colorado Spaceport by the Colorado community is essential. The
following story, related to us by one of our own Team 54 members concerning his recent trip to
New Mexico, sheds light on this reality.
One of our Team 54 members visited the area where Spaceport America is located and a
few areas located up to 300 miles away from it. He said that everywhere he went, one of the
locals would—after discovering he was from out-of-state—begin enthusiastically talking about
“their” spaceport and all the perceived good it was doing for their state. He said this apparent
statewide excitement over the spaceport was contagious and he noticed it wherever he went.
Later, he learned the Spaceport America was building a new Visitor’s Center on location at the
spaceport to continue telling people about it. Is it any wonder that the people of the state
overwhelming voted YES when asked if the state and the local community surrounding the
spaceport could raise taxes to fix a spaceport cash problem? This area will require additional
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 42
effort to flush out ideas on how best to get the community involved and educated about the
Colorado Spaceport.
Space Education Program
Space education and training is the life-sustaining substance that will keep a spaceport’s
heart pumping. Our studies showed that direct community involvement with the spaceport is
critical to its survival. Likewise, so is space education. Interestingly, when examining Spaceport
America, we found these two foundation blocks of a successful spaceport, living together under
one roof in perfect harmony. In New Mexico, they are developing and will soon start
construction on (contract awarded Aug 2011) a new Spaceport America Visitor’s Center that is
approved to use the well-proven “Visitor Experience Development” approach. When completed,
the NM Spaceport America Visitor Center intensive tourist experience will consist of a complete
state-of-the-art visitor's center, simulation rides, and educational opportunities. Colorado should
look at getting actively involved in similar activities.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 43
Conclusion
This is truly an exciting time to be involved in the development of the Commercial Space
Transportation Enterpise. We have seen an unprecedented opening up of U.S. Federal Space
Policy with the FAA and other government agencies offering a wide-range of assistance
(including grants and tax breaks) to encourage states to get involved in Space programs. Well-
connected and wealthy private investors and companies—for both personal and business
interests—are coming forward to finance and push advancements in Space technologies and
services. Some examples of visionary giants getting involved are Microsoft’s co-founder, Paul
Allen; X PRIZE Foundation founder, Dr. Peter Diamandis; and Google co-founder, Larry Page.
Paul Allen, who has a deep, child-like fascination with Space, funded the development of
SpaceShipOne, the manned suborbital spacecraft built by Scaled Composites; and by so doing,
kick-started commercial suborbital spaceflight that continues to this day. Likewise, combining
their substantial resources to see our country get back on track with its goal of returning to the
Moon, Peter Diamandis and Larry Page joined to sponsor a ‘race back to the Moon’ competition.
They established reachable objectives. The first team to successfully launch a rover, land it
safely on the surface of the Moon, get it to navigate the lunar surface for a distance of at least
500 meters (1,640 feet) and transmit high-definition images and video to a receiver on Earth, will
win the prize of $20 million. Teams have begun to assemble from around the world. There was
one stipulation; only teams that are 90-percent privately funded could compete. Twenty teams
initially (Sep 2007) showed up on Peter Diamandis and Larry Page’s doorstep. There are now 33
teams competing, 14 from the USA. The first team that successfully meets the prize conditions
by December 31, 2012, wins the $20 million Grand Prize.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 44
These types of activities convincingly show us that there is a modern day push from
many capable sources to help get America back on track with its space program. Truly, we are at
the crossroads of significant and historical space events taking place in our day. With the official
announcement of the creation of the Colorado Spaceport, and, with the researched material
presented herein by Webster University’s Graduate Team 54, it is clear to see that Colorado is at
its own critical crossroads as it begins now to play a big role in this unfolding historic space
period. Team 54 prepared and will present this Colorado Spaceport Strategic Plan (CSSP) to the
Colorado Spaceport officials and recommend the “Next Steps” we believe will help ensure
Colorado’s Spaceport enduring success and prosperity. Colorado is in a climate ripe to exploit
the local commercial space sector. Furthermore, small business ideas and opportunities are
beginning to make their appearance as the people of Colorado begin to realize the great benefits
of having their own spaceport. We mentioned crucial next steps for Colorado’s Spaceport
development, including the need to establish a competent, unified spaceport leadership with
members from across Colorado’s space community, and the need to prepare and work with the
FAA in obtaining the Spaceport License to Operate. Therefore, to ensure success and full
potential, we strongly propose the new Colorado Spaceport organization review, decide on, and
implement the following recommendations.
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 45
Recommendations
Team 54 recommends the following “Next Steps” that will help ensure Colorado’s
Spaceport long-term continuance and success.
Step 1 – Establish Spaceport Unity, Leadership, and Organization
• Establish spaceport leadership that will consist of several very competent and
knowledgeable members from across Colorado’s space community
• Create Spaceport Vision & Mission Statements, Concept of Operations, etc.
• Create a Spaceport Organization Structure (start with Webster Univ Team 54 model)
Step 2 – Select Suitable Spaceport Location
• One that will meet todays and tomorrows operational missions
Step 3 –Apply for FAA License to Operate
• Understand all the steps required to apply for and receive a FAA license to operate
Step 4 – Establish Comprehensive Marketing and Media Approach
• Must have solid public affairs office and media spokesperson
• Capitalize on initial Commercial and Small Business Venture Opportunities
• Start networking with space community through Spaceport Association / Membership
Involvement
• Create a new dynamic and interesting web site for Colorado Spaceport, and make use of
social media e.g., Twitter, Facebook, and possibly Second-Life.
Step 5 – Start Funding Campaign Now
• Understand and apply for FAA’s Space Transportation Infrastructure Matching Grants
• Seek funding from every source possible: Federal, State, Corporate, & private sources
Step 6 – Community Involvement (future research)
• Reach out – to the local and state community – get their “buy in” now
• Research creating a Colorado Spaceport Visitor’s Center
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 46
Step 7 – Space Education (future research)
• Develop Space Education Programs (on site at Spaceport) for private and public use
• Educate the Colorado Spaceport management and operations team
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 47
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COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 54
Appendices A-D
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 55
Appendix A
Copy of Governor Hickenlooper’s letter to FAA/AST:
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 56
Appendix B
Copy of email From FAA- Michael McElligott:
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 57
Appendix C
Copy of email text from Dave Gordon to Tom Clark regarding FAA/AST acknowledgement of
Governor Hickenlooper’s request for Spaceport designation for Colorado:
Tom,
I received a phone call today from Glenn Rizner, Deputy Division Manager for Space transportation
Development. He called me to discuss a copy of the letter their office received from Governor
Hickenlooper regarding Spaceport designation for Colorado. I briefed Dennis on the phone call and
we agreed it would be helpful if I summarized the information in an email to you. A brief overview of
our discussion is as follows.
• They acknowledge that Colorado wants to be a player in the commercial space
transportation system. However, they don’t have an official reference document that we
would be listed in. But the letter does have value since it lets them know we are pursuing
designation for a specific airport site and they will include Colorado in any discussions with
interested companies.
• He will call Ken Lund on Monday morning to acknowledge the letter and to discuss next
steps.
• Glenn is very receptive to meeting us in Denver to discuss the spaceport program and
answer any questions we have on getting started. It is probably appropriate for you and Ken
Lund to organize this meeting and to determine who should be invited, etc. Glenn also said
this meeting could serve as a pre-application meeting for Front Range Airport’s
application…..depending on what level Dennis is at prior to Glenn’s visit here.
• In 1994 Congress passed a 10 million dollar appropriations for Space Transportation
infrastructure. In the last two years about 1 million has been spent on airports. They don’t
know yet if any money will be authorized for 2012 or beyond….but around 9 million is still
available if appropriations are approved.
• Glenn said they have learned the importance of working with air traffic and the airline
industry to coordinate joint use of airspace as part of the spaceport designation. Glenn
Rizner contact information is 202-267-3194. His email address is [email protected].
Dave Gordon
COLORADO SPACEPORT STRATEGIC PLAN (CSSP) 58
Appendix D
Copy of email from Kim Day, Manager of Aviation, Denver International Airport, to the
Roxanne White regarding DIA support for Spaceport Colorado: