Behind The Black – Robert Zimmerman

The next five years will determine, for good or ill, the future of U.S. manned space exploration for decades to come. More significant, a confluence of forces will accelerate that process.

Several of these forces rely on the decisions of Michael Griffin, NASA’s administrator. Just as crucial will be the actions of Congress and the public, and the success or failure of several private entrepreneurs, including a former programmer who is trying to rebuild the American rocket industry single-handed.

Consider first the decisions of Griffin. He faces a serious problem trying to complete and supply the International Space Station. Because his predecessor, Sean O’Keefe, chose to rely solely on the space shuttle to ferry supplies, crew and new construction modules to the station, Griffin remains entirely dependent on the Russians, because the trio of remaining shuttles was grounded after the Columbia accident in 2003.

Worse, unless Griffin can get a shuttle replacement designed and built by 2010, he will have no way to ferry supplies or crew to ISS after that, if the shuttle is retired that year as planned.
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There may be many problems apparent at NASA and among the U.S. aerospace giants these days, but there also are signs that space exploration is about to undergo a renaissance, with an explosion of creativity unseen in decades.

To explain this conclusion will require telling a personal anecdote, which begins in the mid-1980s.
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The May 2 announcement that Boeing and Lockheed Martin are forming a joint venture to build and launch rockets for the U.S. government is another sign the established sector of the American rocket industry continues to shrink and stagnate.

This situation is especially critical because the National Aeronautics and Space Administration is looking to that industry to build its shuttle replacement. Unless other companies step forward and offer competitive services — and NASA is willing to hire them — the lack of flexibility, efficiency and innovation in the industry’s establishment base will make successful completion of the crew exploration vehicle difficult, if not impossible.

The non-competitive nature of the American aerospace industry was evident last fall when almost all of the major aerospace companies decided to team up to bid on the CEV rather than compete against each other.
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Last week’s successful launch by India of two satellites was clear evidence international competition to explore the empty reaches of space is beginning to heat up.

The swelling number of countries both willing and able to explore outer space also suggests the United States’ past domination is no guarantee of future mastery.

India – possibly the most underrated spacefaring nation of all – best epitomizes this new international space race.

Most of the recent publicity about India’s space effort has centered on its plan to launch an unmanned probe to the moon by 2007.
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The turf war between engineers and scientists over government funding erupted again last week with the release of an interim National Research Council report criticizing NASA for canceling or delaying a number of space-based Earth science projects.

Worried the cuts might lead to a long-term downturn in U.S. research capabilities, the report — along with testimony by scientists at a congressional hearing the day the report was released — failed to address an already existing problem: For the last 20 years, the country’s engineering base has shown a disturbing and significant decline — a decline that shows no sign of abating.

One of the central arguments used repeatedly by scientists whenever there is a hint of research funding cuts at NASA, or anywhere else in the government, is that the cuts either will force people to leave the field or discourage students from entering it.
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Despite evidence NASA’s bureaucracy is continuing to resist any meaningful reform, in recent months one NASA department seems willing to recognize the advice of outside experts, a circumstance not seen at the space agency perhaps for decades.

Whether Michael Griffin, the National Aeronautics and Space Administration’s new administrator, can or is even willing to extend such openness throughout the agency’s entire management remains the $64,000 question.

First, some history and context. A long time ago, on May 30, 1987, I was co-chairman of an event in New York City called the Challenger Space Fair.
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The arrival of Michael Griffin as new NASA administrator — along with his promise to reconsider the decision to cancel the space shuttle servicing mission to the Hubble Space Telescope once the shuttle starts flying again — makes the immediate future of space astronomy look suddenly much brighter.

Space astronomy’s long term, however, remains problematic. Even if a shuttle servicing mission upgrades Hubble successfully sometime around 2007, the most that mission can accomplish is to extend the orbiting observatory’s lifespan until about 2012. By then — if nothing else is done — the new gyroscopes will begin to fail and the world’s only optical space telescope will again approach the end of its life.

Worse, if the National Aeronautics and Space Administration launches and docks its planned de-orbiting module to Hubble following the shuttle repair mission, the module’s presence will make it impossible for any future servicing missions to dock with the spacecraft.

In other words, the de-orbiting mission — though guaranteeing a safe demise of Hubble — places a fixed and irrevocable death sentence on the iconic telescope.
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The Senate hearing on and subsequent vote to approve Michael Griffin as the new NASA administrator took just two days but that was time enough for Griffin to make clear how he stands on three of the agency’s most controversial issues: the Hubble Space Telescope, the space shuttle’s return to flight, and plans to replace the shuttle fleet.

Questions by members of the Senate’s Committee on Commerce, Science & Transportation relating to a fourth topic — bad management at NASA by both its upper-level employees and Congress — helped reveal the daunting political and bureaucratic difficulties Griffin will face trying to remake NASA into an effective government organization.

The Senate hearing Tuesday was quickly followed by a unanimous vote on Wednesday night to approve Griffin.
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For NASA’s management culture truly to change, there must be fundamental reforms, not only within NASA, but also – more important – in the way Congress and the president oversee the space agency.

More than two years after the shuttle Columbia accident, however, it does not appear that elected officials have made much effort to reform their own behavior when dealing with NASA.
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Part 1 of 2. A serious misconception has developed in recent months in the public, media and NASA regarding the Columbia Accident Investigation Board’s criticisms of NASA’s management.

Worse, that such a mistaken assumption about the CAIB report’s conclusions could persist both inside and outside NASA as it attempts to return the space shuttle to flight bodes ill for future space projects.

The problem centers on the overused phrase “broken safety culture,” as if that statement summarizes accurately the CAIB’s negative assessment of the agency.
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