The Vision for Space Exploration (VSE) announced by President George W. Bush in 2004 sets NASA and the nation on a bold path to return to the Moon and one day put a human on Mars. The long-term endeavor represented by the VSE is, however, subject to the constraints imposed by annual funding. Given that the VSE may take tens of years to implement, a significant issue is whether NASA and the United States will have the workforce needed to achieve that vision. The issues range from short-term concerns about the current workforce's skills for overseeing the development of new spacecraft and launch vehicles for the VSE to long-term issues regarding the training, recruiting, and retaining of scientists and engineers in-house as well as in industry and academia. Asked to explore science and technology (S&T) workforce needs to achieve the nation's long-term space exploration, the Committee on Meeting the Workforce Needs for the National Vision for Space Exploration concluded that in the short term, NASA does not possess the requisite in-house personnel with the experience in human spaceflight systems development needed to implement the VSE. But the committee acknowledges that NASA is cognizant of this fact and has taken steps to correct it, primarily by seeking to recruit highly skilled personnel from outside NASA, including persons from industry and retirees. For the long term, NASA has to ask if it is attracting and developing the talent it will need to execute a mission to return to the Moon, and the agency must identify what it needs to do to attract and develop a world-class workforce to explore other worlds. A major challenge for NASA is reorienting its human spaceflight workforce from the operation of current vehicles to the development of new vehicles at least throughout the next decade, as well as starting operations with new rockets and new spacecraft. The committee emphasizes further that when evaluating its future workforce requirements, NASA has to consider not only programs for students, but also training opportunities for its current employees. NASA's training programs at the agency's various field centers, which are focused on NASA's civil service talent, require support to prevent the agency's internal skill base from withering. Furthermore, NASA faces the risk that, if it fails to nurture its own internal workforce, skilled personnel will be attracted to other government agencies and industry. Building a Better NASA Workforce: Meeting the Workforce Needs for the National Vision for Space Exploration explains the findings and recommendations of the committee.
In January 2006, the President announced a new civilian space policy focusing on exploration. As part of its preparations to implement that policy, NASA asked the NRC to explore long-range science and technology workforce needs to achieve the space exploration vision, identify obstacles to filling those needs, and put forward solutions to those obstacles. As part of the study, the NRC held a workshop to identify important factors affecting NASA's future workforce and its capacity to implement the exploration vision. This interim report presents a summary of the highlights of that workshop and an initial set of findings. The report provides a review of the workforce implications of NASA's plans, an assessment of science and technology workforce demographics, an analysis of factors affecting the aerospace workforce for both NASA and the relevant aerospace industry, and preliminary findings and recommendations. A final report is scheduled for completion in early 2007.
The Vision for Space Exploration (VSE) announced by President George W. Bush in 2004 sets NASA and the nation on a bold path to return to the Moon and one day put a human on Mars. The long-term endeavor represented by the VSE is, however, subject to the constraints imposed by annual funding. Given that the VSE may take tens of years to implement, a significant issue is whether NASA and the United States will have the workforce needed to achieve that vision. The issues range from short-term concerns about the current workforce's skills for overseeing the development of new spacecraft and launch vehicles for the VSE to long-term issues regarding the training, recruiting, and retaining of scientists and engineers in-house as well as in industry and academia. Asked to explore science and technology (S&T) workforce needs to achieve the nation's long-term space exploration, the Committee on Meeting the Workforce Needs for the National Vision for Space Exploration concluded that in the short term, NASA does not possess the requisite in-house personnel with the experience in human spaceflight systems development needed to implement the VSE. But the committee acknowledges that NASA is cognizant of this fact and has taken steps to correct it, primarily by seeking to recruit highly skilled personnel from outside NASA, including persons from industry and retirees. For the long term, NASA has to ask if it is attracting and developing the talent it will need to execute a mission to return to the Moon, and the agency must identify what it needs to do to attract and develop a world-class workforce to explore other worlds. A major challenge for NASA is reorienting its human spaceflight workforce from the operation of current vehicles to the development of new vehicles at least throughout the next decade, as well as starting operations with new rockets and new spacecraft. The committee emphasizes further that when evaluating its future workforce requirements, NASA has to consider not only programs for students, but also training opportunities for its current employees. NASA's training programs at the agency's various field centers, which are focused on NASA's civil service talent, require support to prevent the agency's internal skill base from withering. Furthermore, NASA faces the risk that, if it fails to nurture its own internal workforce, skilled personnel will be attracted to other government agencies and industry. Building a Better NASA Workforce: Meeting the Workforce Needs for the National Vision for Space Exploration explains the findings and recommendations of the committee.
In January 2006, the President announced a new civilian space policy focusing on exploration. As part of its preparations to implement that policy, NASA asked the NRC to explore long-range science and technology workforce needs to achieve the space exploration vision, identify obstacles to filling those needs, and put forward solutions to those obstacles. As part of the study, the NRC held a workshop to identify important factors affecting NASA's future workforce and its capacity to implement the exploration vision. This interim report presents a summary of the highlights of that workshop and an initial set of findings. The report provides a review of the workforce implications of NASA's plans, an assessment of science and technology workforce demographics, an analysis of factors affecting the aerospace workforce for both NASA and the relevant aerospace industry, and preliminary findings and recommendations. A final report is scheduled for completion in early 2007.
In January 2004, President George W. Bush announced the Vision for Space Exploration (VSE), which instructed NASA to "Extend human presence across the solar system, starting with a human return to the Moon by the year 2020, in preparation for human exploration of Mars and other destinations," among other objectives. As acknowledged in the VSE, significant technology development will be necessary to accomplish the goals it articulates. NASA's Exploration Technology Development Program (ETDP) is designed to support, develop, and ultimately provide the necessary technologies to meet the goals of the VSE. This book, a review of the ETDP, is broadly supportive of the intent and goals of the VSE, and finds the ETDP is making progress towards the stated goals of technology development. However, the ETDP is operating within significant constraints which limit its ability to successfully accomplish those goals-the still dynamic nature of the Constellation Program requirements, the constraints imposed by a limited budget, the aggressive time scale of early technology deliverables, and the desire to fully employ the NASA workforce.
In 2006, the NRC published a Decadal Survey of Civil Aeronautics: Foundation for the Future, which set out six strategic objectives for the next decade of civil aeronautics research and technology. To determine how NASA is implementing the decadal survey, Congress mandated in the National Aeronautics and Space Administration Act of 2005 that the NRC carry out a review of those efforts. Among other things, this report presents an assessment of how well NASA's research portfolio is addressing the recommendations and high priority R&T challenges identified in the Decadal Survey; how well NASA's aeronautic research portfolio is addressing the aeronautics research requirements; and whether the nation will have the skilled workforce and research facilities to meet the first two items.
As civil space policies and programs have evolved, the geopolitical environment has changed dramatically. Although the U.S. space program was originally driven in large part by competition with the Soviet Union, the nation now finds itself in a post-Cold War world in which many nations have established, or are aspiring to develop, independent space capabilities. Furthermore discoveries from developments in the first 50 years of the space age have led to an explosion of scientific and engineering knowledge and practical applications of space technology. The private sector has also been developing, fielding, and expanding the commercial use of space-based technology and systems. Recognizing the new national and international context for space activities, America's Future in Space is meant to advise the nation on key goals and critical issues in 21st century U.S. civil space policy.
In recent years, planetary science has seen a tremendous growth in new knowledge. Deposits of water ice exist at the Moon's poles. Discoveries on the surface of Mars point to an early warm wet climate, and perhaps conditions under which life could have emerged. Liquid methane rain falls on Saturn's moon Titan, creating rivers, lakes, and geologic landscapes with uncanny resemblances to Earth's. Vision and Voyages for Planetary Science in the Decade 2013-2022 surveys the current state of knowledge of the solar system and recommends a suite of planetary science flagship missions for the decade 2013-2022 that could provide a steady stream of important new discoveries about the solar system. Research priorities defined in the report were selected through a rigorous review that included input from five expert panels. NASA's highest priority large mission should be the Mars Astrobiology Explorer Cacher (MAX-C), a mission to Mars that could help determine whether the planet ever supported life and could also help answer questions about its geologic and climatic history. Other projects should include a mission to Jupiter's icy moon Europa and its subsurface ocean, and the Uranus Orbiter and Probe mission to investigate that planet's interior structure, atmosphere, and composition. For medium-size missions, Vision and Voyages for Planetary Science in the Decade 2013-2022 recommends that NASA select two new missions to be included in its New Frontiers program, which explores the solar system with frequent, mid-size spacecraft missions. If NASA cannot stay within budget for any of these proposed flagship projects, it should focus on smaller, less expensive missions first. Vision and Voyages for Planetary Science in the Decade 2013-2022 suggests that the National Science Foundation expand its funding for existing laboratories and establish new facilities as needed. It also recommends that the program enlist the participation of international partners. This report is a vital resource for government agencies supporting space science, the planetary science community, and the public.
Three recent developments have greatly increased interest in the search for life on Mars. The first is new information about the Martian environment including evidence of a watery past and the possibility of atmospheric methane. The second is the possibility of microbial viability on Mars. Finally, the Vision for Space Exploration initiative included an explicit directive to search for the evidence of life on Mars. These scientific and political developments led NASA to request the NRC's assistance in formulating an up-to-date integrated astrobiology strategy for Mars exploration. Among other topics, this report presents a review of current knowledge about possible life on Mars; an astrobiological assessment of current Mars missions; a review of Mars-mission planetary protection; and findings and recommendations. The report notes that the greatest increase in understanding of Mars will come from the collection and return to Earth of a well-chosen suite of Martian surface materials.
In response to requests from Congress, NASA asked the National Research Council to undertake a decadal survey of life and physical sciences in microgravity. Developed in consultation with members of the life and physical sciences communities, the guiding principle for the study is to set an agenda for research for the next decade that will allow the use of the space environment to solve complex problems in life and physical sciences so as to deliver both new knowledge and practical benefits for humankind as we become a spacefaring people. The project's statement of task calls for delivery of two books-an interim report and a final survey report. Although the development of specific recommendations is deferred until the final book, this interim report does attempt to identify programmatic needs and issues to guide near-term decisions that are critical to strengthening the organization and management of life and physical sciences research at NASA.
Natural and human-induced changes in Earth's interior, land surface, biosphere, atmosphere, and oceans affect all aspects of life. Understanding these changes requires a range of observations acquired from land-, sea-, air-, and space-based platforms. To assist NASA, NOAA, and USGS in developing these tools, the NRC was asked to carry out a "decadal strategy" survey of Earth science and applications from space that would develop the key scientific questions on which to focus Earth and environmental observations in the period 2005-2015 and beyond, and present a prioritized list of space programs, missions, and supporting activities to address these questions. This report presents a vision for the Earth science program; an analysis of the existing Earth Observing System and recommendations to help restore its capabilities; an assessment of and recommendations for new observations and missions for the next decade; an examination of and recommendations for effective application of those observations; and an analysis of how best to sustain that observation and applications system.
The NASA Authorization Act of 2005 directed the agency to ask the NRC to assess the performance of each division in the NASA Science directorate at five-year intervals. In this connection, NASA requested the NRC to review the progress the Planetary Exploration Division has made in implementing recommendations from previous, relevant NRC studies. This book provides an assessment of NASA's progress in fulfilling those recommendations including an evaluation how well it is doing and of current trends. The book covers key science questions, flight missions, Mars exploration, research and analysis, and enabling technologies. Recommendations are provided for those areas in particular need of improvement.
NASA's space and Earth science program is composed of two principal components: spaceflight projects and mission-enabling activities. Most of the budget of NASA's Science Mission Directorate (SMD) is applied to spaceflight missions, but NASA identifies nearly one quarter of the SMD budget as "mission enabling." The principal mission-enabling activities, which traditionally encompass much of NASA's research and analysis (R&A) programs, include support for basic research, theory, modeling, and data analysis; suborbital payloads and flights and complementary ground-based programs; advanced technology development; and advanced mission and instrumentation concept studies. While the R&A program is essential to the development and support of NASA's diverse set of space and Earth science missions, defining and articulating an appropriate scale for mission-enabling activities have posed a challenge throughout NASA's history. This volume identifies the appropriate roles for mission-enabling activities and metrics for assessing their effectiveness. Furthermore, the book evaluates how, from a strategic perspective, decisions should be made about balance between mission-related and mission-enabling elements of the overall program as well as balance between various elements within the mission-enabling component. Collectively, these efforts will help SMD to make a good program even better.
NASA's current missions to the International Space Station (ISS) and potential future exploration missions involving extended stays by astronauts on the lunar surface, as well as the possibility of near- Earth object (NEO) or Mars missions, present challenges in protecting astronauts from radiation risks. These risks arise from a number of sources, including solar particle events (SPEs), galactic cosmic rays (GCRs), secondary radiation from surface impacts, and even the nuclear isotope power sources transported with the astronauts. The serious early and late radiation health effects potentially posed by these exposures are equally varied, ranging from early signs of radiation sickness to cancer induction. Other possible effects include central nervous system damage, cataracts, cardiovascular damage, heritable effects, impaired wound healing, and infertility. Recent research, much of which has been sponsored by NASA, has focused on understanding and quantifying the radiation health risks posed by space radiation environments. Although many aspects of the space radiation environments are now relatively well characterized, important uncertainties still exist regarding biological effects and thus regarding the level and types of risks faced by astronauts. This report presents an evaluation of NASA's proposed space radiation cancer risk assessment model, which is described in the 2011 NASA report, Space Radiation Cancer Risk Projections and Uncertainties-2010. The evaluation in Technical Evaluation of the NASA Model for Cancer Risk to Astronauts Due to Space Radiation considers the model components, input data (for the radiation types, estimated doses, and epidemiology), and the associated uncertainties. This report also identifies gaps in NASA's current research strategy for reducing the uncertainties in cancer induction risks.
The search for life in the solar system and beyond has to date been governed by a model based on what we know about life on Earth (terran life). Most of NASA's mission planning is focused on locations where liquid water is possible and emphasizes searches for structures that resemble cells in terran organisms. It is possible, however, that life exists that is based on chemical reactions that do not involve carbon compounds, that occurs in solvents other than water, or that involves oxidation-reduction reactions without oxygen gas. To assist NASA incorporate this possibility in its efforts to search for life, the NRC was asked to carry out a study to evaluate whether nonstandard biochemistry might support life in solar system and conceivable extrasolar environments, and to define areas to guide research in this area. This book presents an exploration of a limited set of hypothetical chemistries of life, a review of current knowledge concerning key questions or hypotheses about nonterran life, and suggestions for future research.
NASA's space and Earth science program is composed of two principal components: spaceflight projects and mission-enabling activities. Most of the budget of NASA's Science Mission Directorate (SMD) is applied to spaceflight missions, but NASA identifies nearly one quarter of the SMD budget as "mission enabling." The principal mission-enabling activities, which traditionally encompass much of NASA's research and analysis (R&A) programs, include support for basic research, theory, modeling, and data analysis; suborbital payloads and flights and complementary ground-based programs; advanced technology development; and advanced mission and instrumentation concept studies. While the R&A program is essential to the development and support of NASA's diverse set of space and Earth science missions, defining and articulating an appropriate scale for mission-enabling activities have posed a challenge throughout NASA's history. This volume identifies the appropriate roles for mission-enabling activities and metrics for assessing their effectiveness. Furthermore, the book evaluates how, from a strategic perspective, decisions should be made about balance between mission-related and mission-enabling elements of the overall program as well as balance between various elements within the mission-enabling component. Collectively, these efforts will help SMD to make a good program even better.
Astrobiology is a scientific discipline devoted to the study of life in the universe - its origin, evolution, distribution, and future. In 1997, NASA established an Astrobiology program (the NASA Astrobiology Institute - NAI) as a result of a series of new results from solar system exploration and astronomical research in the mid-1990s together with advances in the biological sciences. To help evaluate the NAI, NASA asked the NRC to review progress made by the Institute in developing the field of astrobiology. This book presents an evaluation of NAI's success in meeting its goals for fostering interdisciplinary research, training future astrobiology researchers, providing scientific and technical leadership, exploring new research approaches with information technology, and supporting outreach to K-12 education programs.
Beyond Einstein science" is a term that applies to a set of new scientific challenges at the intersection of physics and astrophysics. Observations of the cosmos now have the potential to extend our basic physical laws beyond where 20th-century research left them. Such observations can provide stringent new tests of Einstein's general theory of relativity, indicate how to extend the Standard Model of elementary-particle physics, and-if direct measurements of gravitational waves were to be made-give astrophysics an entirely new way of observing the universe. In 2003, NASA, working with the astronomy and astrophysics communities, prepared a research roadmap entitled Beyond Einstein: From the Big Bang to Black Holes. This roadmap proposed that NASA undertake space missions in five areas in order to study dark energy, black holes, gravitational radiation, and the inflation of the early universe, to test Einstein's theory of gravitation. This study assesses the five proposed Beyond Einstein mission areas to determine potential scientific impact and technical readiness. Each mission is explored in great detail to aid decisions by NASA regarding both the ordering of the remaining missions and the investment strategy for future technology development within the Beyond Einstein Program.
To begin implementation of the Vision for Space Exploration (recently renamed "United States Space Exploration Policy"), NASA has begun development of new launch vehicles and a human-carrying spacecraft that are collectively called the Constellation System. In November 2007, NASA asked the NRC to evaluate the potential for the Constellation System to enable new space science opportunities. For this interim report, 11 existing "Vision Mission" studies of advanced space science mission concepts inspired by earlier NASA forward-looking studies were evaluated. The focus was to assess the concepts and group them into two categories: more-deserving or less deserving of future study. This report presents a description of the Constellation System and its opportunities for enabling new space science opportunities, and a systematic analysis of the 11 Vision Mission studies. For the final report, the NRC issued a request for information to the relevant communities to obtain ideas for other mission concepts that will be assessed by the study committee, and several issues addressed only briefly in the interim report will be explored more fully.
Cost and schedule growth is a problem experienced by many types of projects in many fields of endeavor. Based on prior studies of cost growth in NASA and Department of Defense projects, this book identifies specific causes of cost growth associated with NASA Earth and space science missions and provides guidance on how NASA can overcome these specific problems. The recommendations in this book focus on changes in NASA policies that would directly reduce or eliminate the cost growth of Earth and space science missions. Large cost growth is a concern for Earth and space science missions, and it can be a concern for other missions as well. If the cost growth is large enough, it can create liquidity problems for NASA's Science Mission Directorate that in turn cause cost profile changes and development delays that amplify the overall cost growth for other concurrent and/or pending missions. Addressing cost growth through the allocation of artificially high reserves is an inefficient use of resources because it unnecessarily diminishes the portfolio of planned flights. The most efficient use of resources is to establish realistic budgets and reserves and effective management processes that maximize the likelihood that mission costs will not exceed reserves. NASA is already taking action to reduce cost growth; additional steps, as recommended herein, will help improve NASA's mission planning process and achieve the goal of ensuring frequent mission opportunities for NASA Earth and space science.
Suborbital flight activities, including the use of sounding rockets, aircraft, high-altitude balloons, and suborbital reusable launch vehicles, offer valuable opportunities to advance science, train the next generation of scientists and engineers, and provide opportunities for participants in the programs to acquire skills in systems engineering and systems integration that are critical to maintaining the nation's leadership in space programs. Furthermore, the NASA Authorization Act of 2008 finds it in the national interest to expand the size of NASA's suborbital research program and to consider increased funding. Revitalizing NASA's Suborbital Program is an assessment of the current state and potential of NASA's suborbital research programs and a review of NASA's capabilities in this area. The scope of this review includes: existing programs that make use of suborbital flights; the status, capability, and availability of suborbital platforms; the existing or planned launch facilities for suborbital missions (including the Stratospheric Observatory for Infrared Astronomy); and opportunities for scientific research, training, and educational collaboration in the conduct of suborbital missions by NASA. The findings illustrate that suborbital program elements-airborne, balloon, and sounding rockets-play vital and necessary strategic roles in NASA's research, innovation, education, employee development, and spaceflight mission success, thus providing the foundation for achievement of agency goals.
For the National Aeronautics and Space Administration (NASA) to achieve many of its space science and exploration goals over the next several decades, dramatic advances in space technology will be necessary. NASA has developed a set of 14 draft roadmaps to guide the development of such technologies under the leadership of the NASA Office of the Chief Technologist (OCT). Each roadmap focuses on a particular technology area. OCT requested that the National Research Council conduct a study to review the draft roadmaps, gather and assess relevant community input, and make recommendations and suggest priorities to inform NASA's decisions as it finalizes its roadmaps. The success of OCT's technology development program is essential, because technological breakthroughs have long been the foundation of NASA's successes, from its earliest days, to the Apollo program, to a vast array of space science missions and the International Space Station. An Interim Report of NASA's Technology Roadmap identifies some gaps in the technologies included in the individual roadmaps. The report suggests that the effectiveness of the NASA space technology program can be enhanced by employing proven management practices and principles including increasing program stability, addressing facility issues, and supporting adequate flight tests of new technologies. This interim report provides several additional observations that will be expanded on in the final report to be released in 2012.
Through an examination of case studies, agency briefings, and existing reports, and drawing on personal knowledge and direct experience, the Committee on Assessment of Impediments to Interagency Cooperation on Space and Earth Science Missions found that candidate projects for multiagency collaboration in the development and implementation of Earth-observing or space science missions are often intrinsically complex and, therefore costly, and that a multiagency approach to developing these missions typically results in additional complexity and cost. Advocates of collaboration have sometimes underestimated the difficulties and associated costs and risks of dividing responsibility and accountability between two or more partners; they also discount the possibility that collaboration will increase the risk in meeting performance objectives. This committee's principal recommendation is that agencies should conduct Earth and space science projects independently unless: It is judged that cooperation will result in significant added scientific value to the project over what could be achieved by a single agency alone; or Unique capabilities reside within one agency that are necessary for the mission success of a project managed by another agency; or The project is intended to transfer from research to operations necessitating a change in responsibility from one agency to another during the project; or There are other compelling reasons to pursue collaboration, for example, a desire to build capacity at one of the cooperating agencies. Even when the total project cost may increase, parties may still find collaboration attractive if their share of a mission is more affordable than funding it alone. In these cases, alternatives to interdependent reliance on another government agency should be considered. For example, agencies may find that buying services from another agency or pursuing interagency coordination of spaceflight data collection is preferable to fully interdependent cooperation.
In 2000, the nation's next-generation National Polar-orbiting Operational Environmental Satellite System (NPOESS) program anticipated purchasing six satellites for $6.5 billion, with a first launch in 2008. By November 2005, however, it became apparent that NPOESS would overrun its cost estimates by at least 25 percent. In June 2006, the planned acquisition of six spacecraft was reduced to four, the launch of the first spacecraft was delayed until 2013, and several sensors were canceled or descoped in capability. Based on information gathered at a June 2007 workshop, "Options to Ensure the Climate Record from the NPOESS and GOES-R Spacecraft," this book prioritizes capabilities, especially those related to climate research, that were lost or placed at risk following the 2006 changes. This book presents and recommends a prioritized, short-term strategy for recovery of crucial climate capabilities lost in the NPOESS and GOES-R program descopes. However, mitigation of these recent losses is only the first step in establishing a viable long-term climate strategy-one that builds on the lessons learned from the well-intentioned but poorly executed merger of the nation's weather and climate observation systems.
The United States is currently the only country with an active, government-sponsored effort to detect and track potentially hazardous near-Earth objects (NEOs). Congress has mandated that NASA detect and track 90 percent of NEOs that are 1 kilometer in diameter or larger. These objects represent a great potential hazard to life on Earth and could cause global destruction. NASA is close to accomplishing this goal. Congress has more recently mandated that by 2020 NASA should detect and track 90 percent of NEOs that are 140 meters in diameter or larger, a category of objects that is generally recognized to represent a very significant threat to life on Earth if they strike in or near urban areas. Achieving this goal may require the building of one or more additional observatories, possibly including a space-based observatory. Congress directed NASA to ask the National Research Council to review NASA's near-Earth object programs. This interim report addresses some of the issues associated with the survey and detection of NEOs. The final report will contain findings and recommendations for survey and detection, characterization, and mitigation of near-Earth objects based on an integrated assessment of the problem.
The New Frontiers Program was created by NASA in 2002 at the recommendation of the NRC's decadal survey for solar system research. In order to optimize solar system research, the NRC recommended a series of principal-investigator missions that encourage innovation and accomplish the main scientific objectives presented in the survey. Two of the five recommended missions have been selected and, as was also recommended in the survey, the NRC was asked in 2007 to provide criteria and guiding principles to NASA for determining the list of candidate missions. This book presents a review of eight missions: the three remaining from the original list of five from the survey plus five missions considered by the survey committee but which were not recommended. Included in the review of each mission is a discussion of relevant science and technology developments since the survey and set of recommended science goals.
The adverse effects of extreme space weather on modern technology-power grid outages, high-frequency communication blackouts, spacecraft anomalies-are well known and well documented, and the physical processes underlying space weather are also generally well understood. Less well documented and understood, however, are the potential economic and societal impacts of the disruption of critical technological systems by severe space weather. As a first step toward determining the socioeconomic impacts of extreme space weather events and addressing the questions of space weather risk assessment and management, a public workshop was held in May 2008. The workshop brought together representatives of industry, the government, and academia to consider both direct and collateral effects of severe space weather events, the current state of the space weather services infrastructure in the United States, the needs of users of space weather data and services, and the ramifications of future technological developments for contemporary society's vulnerability to space weather. The workshop concluded with a discussion of un- or underexplored topics that would yield the greatest benefits in space weather risk management.
Spacecraft require electrical energy. This energy must be available in the outer reaches of the solar system where sunlight is very faint. It must be available through lunar nights that last for 14 days, through long periods of dark and cold at the higher latitudes on Mars, and in high-radiation fields such as those around Jupiter. Radioisotope power systems (RPSs) are the only available power source that can operate unconstrained in these environments for the long periods of time needed to accomplish many missions, and plutonium-238 (238Pu) is the only practical isotope for fueling them. Plutonium-238 does not occur in nature. The committee does not believe that there is any additional 238Pu (or any operational 238Pu production facilities) available anywhere in the world.The total amount of 238Pu available for NASA is fixed, and essentially all of it is already dedicated to support several pending missions-the Mars Science Laboratory, Discovery 12, the Outer Planets Flagship 1 (OPF 1), and (perhaps) a small number of additional missions with a very small demand for 238Pu. If the status quo persists, the United States will not be able to provide RPSs for any subsequent missions.
The National Aeronautics and Space Administration (NASA) is widely admired for astonishing accomplishments since its formation in 1958. Looking ahead over a comparable period of time, what can the nation and the world expect of NASA? What will be the agency's goals and objectives, and what will be the strategy for achieving them? More fundamentally, how will the goals, objectives, and strategy be established and by whom? How will they be modified to reflect changes in science, technology, national priorities, and available resources? In late 2011, the United States Congress directed the NASA Office of Inspector General to commission a "comprehensive independent assessment of NASA's strategic direction and agency management." Subsequently, NASA requested that the National Research Council (NRC) conduct this independent assessment. In the spring of 2012, the NRC Committee on NASA's Strategic Direction was formed and began work on its task. The committee determined that, only with a national consensus on the agency's future strategic direction-along the lines described in the full NRC report-can NASA continue to deliver the wonder, the knowledge, the national security and economic benefits, and the technology that have been typified by its earlier history. NASA's Strategic Direction and the Need for a National Consensus summarizes the findings and recommendations of the committee.
In January 2004 NASA was given a new policy direction known as the Vision for Space Exploration. That plan, now renamed the United States Space Exploration Policy, called for sending human and robotic missions to the Moon, Mars, and beyond. In 2005 NASA outlined how to conduct the first steps in implementing this policy and began the development of a new human-carrying spacecraft known as Orion, the lunar lander known as Altair, and the launch vehicles Ares I and Ares V. Collectively, these are called the Constellation System. In November 2007 NASA asked the National Research Council (NRC) to evaluate the potential for new science opportunities enabled by the Constellation System of rockets and spacecraft. The NRC committee evaluated a total of 17 mission concepts for future space science missions. Of those, the committee determined that 12 would benefit from the Constellation System and five would not. This book presents the committee's findings and recommendations, including cost estimates, a review of the technical feasibility of each mission, and identification of the missions most deserving of future study.
Advancing the state of aviation safety is a central mission of the National Aeronautics and Space Administration (NASA). Congress requested this review of NASA's aviation safety-related research programs, seeking an assessment of whether the programs have well-defined, prioritized, and appropriate research objectives; whether resources have been allocated appropriately among these objectives; whether the programs are well coordinated with the safety research programs of the Federal Aviation Administration; and whether suitable mechanisms are in place for transitioning the research results into operational technologies and procedures and certification activities in a timely manner. Advancing Aeronautical Safety contains findings and recommendations with respect to each of the main aspects of the review sought by Congress. These findings indicate that NASA's aeronautics research enterprise has made, and continues to make, valuable contributions to aviation system safety but it is falling short and needs improvement in some key respects.
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