colorado spaceport strategic plan

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


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


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


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


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


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”


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


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.


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.



Oklahoma Spaceport

Spaceport America


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



Oklahoma Spaceport

Spaceport America


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 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


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.


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


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).


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,


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


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.


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 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 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)


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


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


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).


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


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


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,


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


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


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.


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


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


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


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


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


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


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).


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.


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


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


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.


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.


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.


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


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


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Appendices A-D


Appendix A

Copy of Governor Hickenlooper’s letter to FAA/AST:


Appendix B

Copy of email From FAA- Michael McElligott:


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


Appendix D

Copy of email from Kim Day, Manager of Aviation, Denver International Airport, to the

Roxanne White regarding DIA support for Spaceport Colorado:

colorado spaceport strategic plan

Documents