Statement of
Daniel S. Goldin
Administrator
National Aeronautics and Space Administration
before the
Subcommittee on Science, Technology and Space
Committee on Commerce, Science and Transportation
United States Senate
April 29, 1999
Mr. Chairman and Members of the Subcommittee:
I am pleased to be here to present to you NASA's budget request for FY 2000.
It is a great time at NASA. This budget is the first budget for the 21st
Century, a century in which humans will live permanently in space, on the
International Space Station, and later perhaps beyond. Before we look ahead
to the bright future, I want to lay the foundation by looking at the past.
Our achievements, and yes, our problems, have prepared us for the future.
While the FY 2000 request represents a decrease from the FY 1999 enacted
level, it is the first budget in five years which reflects an increase in
the outyears. NASA has undertaken the challenge of the past five years by
becoming more productive and efficient. By prioritizing and, as required,
cutting programs whose cost estimates were unrealistically low, schedules
unacceptably long, or objectives no longer relevant to our mission, we saved
valuable resources. With those savings, we started 9 new programs, like
Origins, which could help us to answer fundamental questions about life in
the universe, and Advanced Space Transportation, which could revolutionize
space travel. The percentage of our budget devoted to science and technology
has increased from 31% in FY 1991 to 41% today, and is planned to grow to
45% in FY 2004. At the same time, the percentage of our budget devoted to
human spaceflight has declined from 48% in FY 1991 to 40% today, and is
projected to decline to 35% by FY 2004. As a result, our budget is much more
balanced.
We have made difficult choices to enable us to move toward an ambitious, but
achievable, future.
We are managing our programs in a fiscally responsible manner. In 1992, a
General Accounting Office survey of our major programs identified an average
cost growth of 77%. We aggressively attacked the problem, and through
management oversight, cost-cutting efficiencies and identifying the
problems, have created positive results. Cassini, Mars Global Surveyor, Mars
Ô98 Orbiter, Mars Ô98 Lander, Stardust, NEAR, ACE, and Mars Pathfinder have
all been launched on time and within budget. In fact, NASA is one of only
two Federal agencies given a grade of "A" by the House Committee on
Government Reform on our Government Management Reform Act (GMRA) Financial
Management Status Reporting.
We continue to find efficiencies in operations while we improve safety; from
FY 1993 to FY 1998, the annual Shuttle budget is down 29%, while the
measures of Shuttle safety and performance have improved dramatically. I am
proud of the NASA-contractor team that made this happen. Over the same time
period, we have improved the manifest lead time by 28%, and increased the
maximum lift capacity to the International Space Station by 71%.
Some of my favorite metrics are associated with science spacecraft design
and development. In the early 1990s, the average cost of spacecraft
development was $590 million. From FY 1995 to FY 1999, it is $205 million,
and our goal for FY 2000 to FY 2004 is $79 million. Development time has
come down dramatically. In the early 1990s, the average development time for
spacecraft was eight years. From FY 1995 to FY 1999, it is five years, and
for FY 2000 to FY 2004 our goal is four years. Our annual flight rate went
from two in the early 1990s to seven in FY 1995-1999, and we plan on
fourteen flights a year on average from FY 2000 to FY 2004. The missions are
exciting, as attested to by extensive media coverage and hits on NASA's
World Wide Web site, and scientifically sound.
We're not just talking about improvements, we're implementing them. Our
Discovery series of spacecraft must be developed in less than three years
and for less than $150 million (FY 1992 dollars). Stardust, launched this
month to gather and return samples from a comet, took 27 months to develop
and cost $120 million. We have 11 planetary spacecraft that, together, cost
the same as the single Galileo spacecraft.
We have changed NASA as an institution. In 1995 we conducted a Zero Base
Review (ZBR) which created Lead Centers and Centers of Excellence. This led
to the elimination of redundant capability at our Centers and allows each
Center to focus on what it does best. We redefined the role of Headquarters
to define "what" NASA should do, and leave it to the Centers to figure out
"how" to make it happen. We met our goal of cutting the total
Government/contractor workforce at Headquarters by a factor of three,
including cutting the civil servant staff in half. The total NASA workforce
has come down from about 25,000 in FY 1993 to 18,545 for FY 1999 without the
need to resort to a demoralizing reduction-in-force.
We established a Program Management Council to catch cost overruns and
schedule problems, and it is working in programs like Chandra, Clark, and
X-33/RLV. Our new approach to contracting, holding contractors accountable
for delivering on budget and on schedule, is working in programs like SFOC,
CSOC and the TDRS-Hughes contract.
Within NASA, I have established safety as our most important core value. The
safety ethic will permeate all NASA activities, on the ground, in the air
and in space. Our current program is good; however, we can and will do
better. I am working to ensure that all NASA managers understand what is
expected of them when it comes to safety and health. Our managers and
employees are stepping up to the challenge and working to identify and
correct any deficiencies in safety and health as these are identified. No
compromises shall be made when lives are at stake.
We at NASA are proud of our Strategic Plan. We have a vision for the Agency
and roadmaps to get there. We look forward to working with this committee
and others in the coming year as we revise and refine our Strategic Plan.
Our FY 2000 Performance Plan, which has been provided informally to
Committee staff, and will be submitted officially to you shortly, will
include interim adjustments to our 1998 Strategic Plan. These changes
reflect a special emphasis on safety and changes we have made in the NASA
organization. Under the Government Performance and Results Act (GPRA), a
fully updated Strategic Plan must be submitted by September 30, 2000. We
intend to get an early start and will be working with you to enable the
Committee's full participation in this process. GPRA, through its
requirements for strategic and performance plans, has provided a structure
for NASA to prove to the American taxpayer that we do what we say, and that
what we do matters.
In order to assure that NASA can implement its Strategic Plan, we have
underway a Core Capabilities Assessment, led by the Chief Engineer. The
purpose of the assessment is to identify the physical and human assets
required to deliver on the established Mission Areas and Center of
Excellence assignments identified in the Strategic Plan. We will use the
results of the assessment in formulating the FY 2001 budget.
The past year has been very exciting for NASA, , full of new discoveries and
heroes, and a celebration to commemorate our 40th anniversary. The sun rose
on the International Space Station with the launch of the first element,
Zarya (Sunrise), in November, and the world watched as our astronauts
connected the U.S. Unity node to it in December. John Glenn returned to
space in October for a nine-day research mission. We now have images of the
faintest galaxies ever seen. In January, we launched the Mars Polar Lander,
the fourth mission to that planet in three years. The Tropical Rainfall
Measuring Mission, a cooperative mission with Japan launched last year, will
revolutionize our knowledge of how storms and hurricanes form and dissipate
and enable new weather forecasting methods. The U.S.-Canadian Radarsat
created the first detailed radar map of Antarctica. We took atmospheric
flight to new heights as the remotely piloted Pathfinder aircraft surpassed
80,000 feet. We continued to push the technology to lower space launch
costs, making the first selection under the new Future-X program, which is
the next step in the space access revolution. This is just a sampling; I
will discuss in more detail the achievements of NASA's Enterprises later in
the statement.
We see where we have been; where are we going from here?
In about five years, the International Space Station (ISS) will be complete
and serving as an outpost for humans to develop, use, and explore the space
frontier. The ISS will greatly expand research opportunities, leading to
exploration breakthroughs, scientific discoveries, technology development
and new space products. We will continue to safely fly the Space Shuttle Ð
the workhorse to support assembly for the Space Station. While we do this,
we will make fundamental decisions on the long-range strategy for sustaining
human access to space through upgrades to the Space Shuttle, or through
replacement of the Space Shuttle. We will stay on the road to
commercializing space operations, including space transportation, space
communications, and the International Space Station. As we transition from
operations to core R&D functions, we will lay the groundwork for decisions
on extending human presence beyond Earth orbit.
In Space Science, we are poised on the edge of a new undertaking aimed at
helping us answer some very old questions: What is our place in the cosmos?
How did we get here? Are we alone? You first heard about the Origins program
a few years ago. It is time to turn Origins into a reality. In the
not-too-distant future, we will move from the planning stages to actual
launch and operations of a number of Origins missions. These missions
include powerful telescopes to find the earliest structure in the universe,
to search for planets around other stars, and to look for potential evidence
of life on these newly discovered planets. They also include robotic probes
to Mars, Europa, and other targets in the search for the beginnings of life
in the backyard of our own solar system. The data gathered from these new
missions combined with what we continue to learn about the mysteries of the
deep universe and our own Sun from ongoing missions should help us begin to
unravel the answers to these questions that are as old as humankind itself.
Our goal is simple Ð to do what no generation before us has been able to Ð
understand our place in the cosmos.
Closer to home, through the Earth Science Enterprise (ESE) we will develop a
comprehensive understanding of the total Earth system and the effects of
natural and human-induced changes on the global environment. To accomplish
this, we are drastically shrinking the size, cost and development time for
missions in the next decade. But NASA is not going to stop with just
smaller, cheaper versions of today's science satellites or be confined to
low-Earth orbit. The state-of-the-art in instrument and spacecraft
technologies points to the near future when present-day thousand kilogram,
cubic meter satellites are replaced in many circumstances by constellations
of micro and nano-satellites with instruments on chips. These advanced
satellites will not operate independently of each otherÑthey will be
intelligent constellations working together to provide the views having the
temporal and spatial resolutions users want. They will be capable of
on-board data processing and direct downlink of information to users'
desktop computers in near real time at the cost of long distance telephone
calls. While accomplishing our science objectives, these advanced satellites
will enable the next great advances in weather and climate prediction,
improve agricultural productivity, and advance the growth of the U.S.
commercial remote sensing industry.
With the Aero-Space Technology Enterprise, NASA seeks nothing less than to
revolutionize the way we travel to neighboring cities, countries and
planets. The benefits of the communication revolution we are living through
today will only be fully realized when it is accompanied by a transportation
revolution. In a "wired" economy, we need to move people and goods more
safely, more quickly, more efficiently, and with less environmental impact.
Today, NASA is concentrating on these public goods issues in partnership
with the aviation community. Working with the Federal Aviation
Administration (FAA), airlines and industry, we are going to create a
commercial aviation system that is safer, more efficient and friendlier to
our communities and our globe. And while we are revolutionizing aviation, by
significantly reducing the cost and increasing the reliability of space
transportation, we will open space to human endeavor. Think of the science
missions we do today, and then imagine space transportation systems that
support faster missions with three or four times the amount of science at
lower cost. Imagine the commercial opportunities that will develop in earth
orbit for communications, materials science and pharmaceuticals, space-based
power and other applications when the cost is one tenth or even one
hundredth of today's costs. That is what we are working for.
We understand the road ahead presents challenges. First among these is
keeping our promises on key programs such as International Space Station,
Space Science missions and the Earth Observing System. This will require in
the first case flexibility and determination, and in the second case new
information technologies and management approaches. Another challenge is
within NASA itself: the design of the NASA organization, the skills of our
workforce, the availability of research and technical facilities, the
evolution of existing assets, and our interactions with customers, partners,
and suppliers must reflect and support the changing nature of our programs.
For instance, the emergence of "virtual" structures Ð collaborative and
geographically dispersed teams Ð to conduct work requires new concepts of
organization and management. And our emphasis on commercializing operations
while focusing on R&D requires new ways of dealing with customers, partners
and suppliers. The third major challenge I see for NASA is that of
"continued relevance." Fundamentally, NASA needs to continue to benefit the
taxpayers who foot the bill for a vibrant aeronautics and space program. To
meet this challenge, we need to remain focused on our ultimate customer, the
taxpayer, while doing a better job communicating the outcomes and benefits
of our programs. Mr. Chairman, I believe NASA is poised to meet these
challenges and achieve our vision for the future.
FY 2000 Budget
This budget is another important step on NASA's path back to its roots in
research and development, an important step towards achieving the vision I
just laid out. The FY 2000 budget provides stability in the outyears, and
strikes a balance between upholding our commitment to the International
Space Station (ISS) and advancing research and technology.
All of you are aware of the challenges facing us and our International
Partners on the ISS program. This budget reflects an Administration policy
decision to reduce the level of risk to the ISS with a net increase of $1.4
billion over the next five years, including $349 million more for FY 2000
alone. We have enhanced Station budget reserves, are developing a robust
Russian Contingency Plan, which includes use of the Shuttle for ISS reboost,
development of a U.S. propulsion module, and additional Shuttle launches for
logistics support. While advancing the ISS, we have preserved NASA's other
core research activities and are investing in new technology initiatives
that will provide robust options for exciting NASA missions in the next
decade.
As ISS brightens the sky, so will many, many science missions funded in this
budget. We have now launched seven of ten Space Science missions scheduled
in a nine month period. With the funds provided by the Administration in
this budget, we will be developing Self-Sustaining Robotic Networks.
Building on the enormous success of Mars Pathfinder, these self-tasking,
self-repairing, evolvable networks of small, highly mobile machines will
give us the permanent "virtual presence" outposts we need to achieve high
priority Origins science objectives on Mars, Europa, Titan, Callisto and
other key points throughout the solar system. Thanks to Administration
investments, we will also be developing the other end of the spacecraft
technology spectrum in Gossamer Spacecraft. These are lightweight,
large-scale, deployable spacecraft that will enable revolutionary,
light-gathering and transmitting capabilities for solar sails, telescopes,
power collection and communications. Through Mars Micro-Missions and a Mars
Network, the Administration is also supporting enhancements to the baseline
Mars Surveyor program that greatly increase the quality and quantity of the
Program's science return and the Program's opportunities in public education
and exploration.
Recently, I have accepted a recommendation from my senior management that
NASA revise its previous plan for the next Hubble Space Telescope (HST)
servicing mission (SM-3), to undertake an expedited servicing mission in
October 1999, and a second servicing mission as soon as operationally
feasible. The need for a mission to ensure continued HST science operations
has arisen suddenly because three of the six gyroscopes in the telescope's
guidance system have failed . Although the loss of gryoscopes is expected
over time, the most recent loss of the third gyro leaves the Telescope one
failure away from a total shutdown of science operations. The spacecraft is
not in danger, and will remain safe until a repair mission can be launched.
However, a shutdown in science operations would be a severe blow to the
scientific community, as Hubble is arguably the most productive, and
certainly the best-known, astronomical science facility in the world.
Developing and executing this servicing mission within seven months is a
challenge, and would not have been possible if it were not for the fact that
training has been ongoing for the previously planned servicing mission.
Furthermore, the HST replacement hardware required for this expedited
servicing mission has been budgeted for in the FY 1999 and prior budgets. We
are in the process of identifying offsets to accommodate the total costs of
this expedited mission.
We will launch eight Earth Science missions this year, including the first
two Earth Observing System missions. NASA will continue to contribute to the
"Digital Earth" effort, by eventually fusing Earth Science data,
socio-economic data, and other data sets that can be "geo-referenced" and
used to communicate a tremendous amount of information to scientists and
non-scientists.
A broad new technology initiative I am particularly excited about is the
Intelligent Synthesis Environment (ISE) that will revolutionize the way NASA
conceives, plans, and develops its missions. In today's engineering
environment, we and industry take too long to develop our missions and
effectively commit about 90% of cost very early in the development cycle
when we only have about 10% of total design knowledge. Over the next five
years NASA will research, develop, and implement the tools and processes to
dramatically reduce spacecraft development time while creating much higher
confidence in performance and total life cycle cost estimates. ISE will
exploit emerging advances in ultra-high speed computing, advanced
communication networks and totally new analysis methods; it will allow us to
"virtually" build and test vehicles and systems before we spend money on
expensive hardware and software. When fully deployed, ISE will enable
geographically dispersed scientists and engineers to function as an
integrated, collaborative team with the understanding and knowledge
necessary to develop complex missions faster, with better- understood risk
and much lower life-cycle costs.
We are continuing to focus on high-priority aeronautics research,
aggressively pursuing our goals in aviation safety and systems capacity as
well as next-generation design tools. And our pursuit of cheaper, more
reliable space transportation for the next century continues with our
Reusable Launch Vehicle technology program and the ongoing, industry-led
Space Transportation Architecture Study (STAS). This Study was initiated
last year to help us develop an investment strategy for reducing the cost of
access to space by using commercial capabilities. The study is assessing: 1)
if the Space Shuttle should be replaced; 2) if so, when the replacement
should take place and how the transition should be implemented; and 3) if
not, what upgrades should be made to continue safe and affordable flight of
the Space Shuttle. We awarded study contracts to the Boeing Corporation,
Kelly Space and Technology, Lockheed Martin Corporation, Orbital Sciences
Corporation, and Space Access Ð representing the entire spectrum of players
in the launch vehicle business Ð to solicit their assessments of future
options to that could feasibly commercialize NASA's space launch
requirements. The industry teams gave NASA their final reports in late
January. These results are being independently assessed and will be
integrated by an in-house team into space transportation architecture
options. Over the next few months, additional work will be tasked to refine
and further develop some of these options. NASA has set aside a portion of
its outyear budget to provide resources for achieving a reduction in future
launch costs, while funding the Space Shuttle Program at levels which
accommodate essential safety obsolescence mitigation. The STAS will help us
understand how we can make investments to leverage commercial launch
capabilities that transition us away from owning and operating space
transportation systems and toward private sector competition for NASA's
launch requirements. From these options, the NASA Space Transportation
Council will make recommendations this summer to me concerning a future
space transportation investment strategy. We expect to continue to invest in
critical technologies that reduce financial and technical risks for
competing concepts leading to a competitive selection of a preferred
approach or approaches in the 2002-2005 timeframe. I will make
recommendations in this regard to the Administration this fall as part of
the FY 2001 budget process.
We have taken aggressive actions to ensure that our missions, systems, and
supporting infrastructure and facilities are not disrupted by the transition
to the year 2000. As of April 15, 1999, 99 percent of our 158 mission
critical systems are, or have been made to be Y2K compliant. (Y2K work on
the SOHO ground system was deferred until full recovery of the spacecraft is
complete). We anticipate completing SOHO Y2K work in June. We have one
remaining mission-critical system to retire this summer. In addition, we
have repaired almost 350 non-mission critical systems, validated over 6000
commercial products, and tested over 52,000 workstations and servers. No
significant Agency asset has been untouched.
While these accomplishments are noteworthy, NASA is going beyond stated
requirements to ensure our missions and programs are ready for the new
millennium. During the remainder of 1999, NASA will conduct a suite of
extensive end-to-end tests that include interfaces to external
infrastructure outside NASA control (e.g. electric power grid) to validate
our Y2K operational readiness. For example, we will be executing a series of
end-to-end tests, culminating in a Space Shuttle pad test, to verify that
all aspects of the Space Shuttle program will be functional in the Year
2000. As part of this test, we will run a pre-launch countdown (to L+5
seconds) with a vehicle physically on the pad and all supporting systems in
a Y2K configuration. For the International Space Stations, we are conducting
an end-to-end test with Mission Control Center-Houston, Mission Control
Center Moscow, and the supporting networks. We are also conducting a series
of twelve end-to-end tests to demonstrate the readiness of command,
tracking, telemetry, and data services supporting all NASA missions,
including NASA's Deep Space Network, Ground Network, Space Network, and NASA
Integrated Services Network. We will continue to conduct end-to-end tests
for Space and Earth Science missions similar to the recently completed
Cassini test. This test demonstrated end-to-end compliance by flowing data
in a Y2K environment from a Deep Space Network facility at the Goldstone
complex all the way to two end user sites at John Hopkins University and in
England. In addition to ensuring compatibility between NASA's systems and
external infrastructure, these end-to-end tests will provide added
confidence regarding the operations of internal NASA systems.
As a further assurance, each NASA Enterprise and field Center is preparing
business continuity/contingency plans to provide an acceptable level of NASA
functions in the event of failures of internal or external assets or
services due to Y2K anomalies. During the rollover weekend, we will have
additional "Response Center" staff on-site at each field Center and
Headquarters. We are also establishing strategies for all missions for the
selective quiescence of facilities and systems, including restriction of
spacecraft commands during the rollover. NASA is committed to ensure that
the Agency transitions safely to the new millennium with zero failures or
significant malfunctions and that any unforeseen discrepancies are resolved
with minimal impact on normal operations.
We are excited about what the future holds for NASA. The FY 2000 budget of
$13.6 billion provides not only continuity and stability, but also a
moderate investment in far-term technologies and planning. This vote of
confidence from the President that we are ready and energized to tackle new
challenges in the new millennium is a challenge we proudly accept.
NASA's Enterprises
Human Exploration and Development of Space Enterprise
International Space Station
The International Space Station (ISS) has become a reality. The foundation,
befittingly named Zarya (Sunrise), for it marks the dawn of a new era, was
lifted to orbit aboard a Russian Proton launch vehicle last November. A
month later, Unity was carried to orbit aboard Shuttle Endeavour and berthed
with the Zarya module. Before long, passageways from Unity will link to
other chambers such as: Destiny, the U.S. laboratory; the Russian Service
Module; and the airlock.
Astronauts James Newman and Jerry Ross made it look easy, connecting
umbilicals providing power and communication links from Zarya to Unity,
bringing Unity's on-board systems to life. This is the first time ever that
two such complex international spacecraft--built 10,000 miles apart, and
assembled permanently in orbit over a period of a few short daysÑhas been
accomplished. We understood that the complex, international nature of this
venture would present unprecedented challenges, because we would not be able
to perform integrated testing of all international elements on the ground.
The Zarya/Unity mating was truly an outstanding effort by the NASA/RSA team.
Many challenges were overcome to reach that moment, and we know that many
formidable tasks lay ahead. Since the beginning of the International Space
Station Program, we have worked through many questions and uncertainties
with our partners to achieve definite, measurable, and notable forward
progress. In 1994, we were moving out of the design phase and into
manufacturing. By 1997, we began to see major subsystems and elements take
shape as we entered into test and validation activities. We began to
integrate these systems with the Shuttle fleet. Today, while the Boeing
developmental effort is over 82%complete, we continue to have elements in
all phases of development, and operational elements on orbit. The
International Team has demonstrated that it is fully committed to working
together to overcome new challenges as they arise, to assure safe design and
operations and to make the ISS a reality.
Russia
When provided with adequate resources, the Russian Space Agency (RSA) has
demonstrated worthy performance. However, despite a high level of commitment
by RSA, Russia's fiscal realities continue to impede RSA's ability to
deliver its substantial contributions to the ISS in a timely manner. Those
contributions include propulsive attitude control, reboost, early crew
quarters and life support, crew rescue, and command and control during the
early assembly period. NASA has plans for U.S. capabilities in all these
areas, which provide backup and in the long-term make ISS operationally more
robust. But the costs of delaying the assembly until these U.S. capabilities
are available would be significant; the prudent course is to continue to
seek Russia's contributions.
NASA's approach to contingency planning has been to incrementally fund
activities that permit station development to continue to move forward,
although not as originally planned, should the planned contributions of our
ISS partners not be delivered as scheduled. Our Contingency Plan to mitigate
the financial and schedule risk from potential shortfalls in Russian
contributions consists of: (1) building up U.S. capabilities as backup to
protect against possible Russian shortfalls, which will also make the ISS
more robust; and, (2) potential purchases from RSA in specific areas where
Russian goods and services are of value to the United States.
In October 1998, to provide funding stability to RSA, NASA purchased for $60
million valuable crew research time and stowage space in Russian elements of
the ISS. To mitigate further schedule disruptions and cost growth, NASA is
considering plans to continue contracting with RSA for additional goods and
services of value to the U.S. We are carefully monitoring three areas before
we make decisions regarding any follow-on contract with RSA for goods and
services: 1) confidence in the Service Module launch schedule, based on
successful testing, shipment to Baikonur, and funding flow; 2) clarity on
the Russian Government plans for the future of the Mir, specifically
including validation that any extension of Mir operations will cause no
interference with Russian Government funding for their commitments; 3) clear
understanding from RSA that other Russian hardware and vehicles they have
committed for ISS are being produced. NASA has budgeted $100 million in FY
1999 to procure goods and services, which could include a Soyuz vehicle
needed by the United States to enable a 6-person ISS crew prior to the
deployment of a U.S. crew return capability. However, this budget includes
no provision for purchases from Russia in FY 2000 and beyond. We will
continue to monitor the overall Russian situation in this regard.
The Interim Control Module (ICM), another element of NASA's contingency
plan, can provide propulsion and attitude control capability. Through
innovative Shuttle flight planning, NASA has developed an "each flight"
reboost capability, under which NASA could, if necessary, offset as much as
a 30 percent shortfall in Russian Progress vehicle propellant logistics. We
are modifying the Orbiter fleet to enhance this Shuttle reboost capability
to both increase flexibility of reboost as well as increase the propellant
shortfall offset to at least 50 percent. When coupled with the ICM's
capabilities, Shuttle reboosts will provide needed contingency protection to
safely maintain elements already in orbit, and allow us to continue ISS
assembly in the event of Russian shortfalls until a U.S. permanent
propulsion module can be deployed. As a result of our review of the
Propulsion Module requirements and implementation plan on February 17, we
have authorized the contractor to proceed with procurement of the next set
of long-lead parts, and to prepare for a Systems Requirements Review later
this month. Delivery of the Propulsion Module could be as early as FY 2002.
The NASA team that participated in the Joint Program Review (JPR) in Russia
on April 8 reported that, relative to the Service Module (SM), some schedule
slippage has occurred due to normal technical difficulties, despite running
SM integration tests around the clock and on weekends. This has resulted in
a reassessment of its launch schedule to the fall timeframe. During our
assessment in April 1998, we knew that the July 1999 schedule for SM launch
was aggressive and that a September date was possible. However, on a
positive note, the SM has been packed for shipment to the Baikonur launch
site, where a few final subsystems will be installed and tested. A
definitive launch date will be set in the July timeframe, after the
remaining tests are completed. This slippage does not impact the elements
already in orbit.
Mir Space Station
Since late 1998, Russian news media have been reporting on the possibility
of extending the life of the Mir space station. RSA has repeatedly made
clear that the Russian Government's top priority for human space flight is
the ISS. Any potential extension of the Mir program would require private
funding and must not in any way impact Russia's ability to meet its
commitment to the ISS program. In mid-January, Russian Prime Minister
Primakov signed a decree outlining the conditions under which Mir could be
extended on orbit on a commercial basis. RSA indicated that a final decision
on a potential extension of Mir would be made in the Spring timeframe,
depending on the success of finding a commercial investor. As of this date,
no investors have come forward, and RSA continues to state that it intends
to deorbit Mir in late summer and that Mir plans will not impact ISS
schedules. NASA is working closely with RSA to understand the status of
their Mir deorbit plans, and related implications to their ISS commitments.
ISS Budget
Last year, the Committee heard from an outside task force of independent
experts on the projected U.S. cost for the ISS. The Task Force report
specifically highlighted the extraordinary level of complexity inherent in
the ISS and concluded that the Program had made "notable and reasonable
progress over the past four years" and faced no extraordinary or
programmatic "show-stoppers." Nonetheless, the report concluded that Program
cost and schedule projections were optimistic given the challenges ahead,
partially due to domestic cost increases and partially due to the uncertain
status of the Russian contributions.
We recognize the validity of findings of this Task Force, particularly in
the resources needed for increased risk mitigation, schedule protection, and
crew return capability. In my October 7, 1998, testimony before the
Committee on Science, I stated that the Agency would require additional
resources to continue forward with this valuable laboratory in space. I am
happy to report that the President's FY2000 budget request provides an
additional $349 million in FY 2000, and a total net augmentation of $1.4
billion over five years, reconfirming the Administration's strong support of
the ISS. We also recognize the recommendations of the Task Force in a number
of management areas, and recognize our fiscal responsibility to the American
taxpayer to balance all aspects of this program and manage within the
resources available. The Administration has highlighted this responsibility
by establishing the management of risks in development of the ISS as one of
the Administration's Priority Management Objectives (PMO) in the President's
FY 2000 Budget. We have already begun to make management improvements,
including the initiation of a new management review process for those
activities not under the prime contract, and are committed to making
continued improvements. We are also making schedule adjustments and
rephasing some content to limit the financial augmentation required. As a
result of this PMO effort, NASA is improving oversight and management
through the development of more effective financial reports, regularly
updated metrics, customer surveys, and the establishment of an independent
cost analysis group.
Development Status
In 1999, development activities are phasing down, while operations and
research utilization activities are escalating. The FY 1999 vehicle
development budget is nearly $600 million below FY 1998, and the number of
contractors supporting the program is several thousand less than at the peak
of the development effort. This trend will continue this year, with several
thousand additional contractors transitioning to other tasks, such as
sustaining engineering or other non-ISS work. ISS operations planning is now
well underway. In fact, NASA is already working plans for operations that
will occur in FY 2001. Mission Control Center-Houston is already
operational, and has overall authority and responsibility for the safety and
operations of the ISS and crew. Mission Control Center-Moscow is currently
performing the actual uplink of commands, and will continue to do so until
U.S. communications and control systems become fully operational with the
U.S. Laboratory delivery to orbit in FY 2000.
Near-term, high visibility activities this year include the flight of
critical ISS spares and an external Russian cargo crane to be flown in May
1999. This flight will be followed by the launch of the Russian Service
Module, providing the early crew quarters and ISS propulsion systems. Next,
another Shuttle logistics flight is scheduled, followed by Shuttle flights
to assemble some of the U.S. external framework, electronics,
communications, attitude control and thermal systems prior to flight of the
first crew in early 2000.
Near-term hardware development activities are focused on completion and
delivery of the U.S. airlock. The ISS involves many systems which entail
multiple, identical elements, such as the photovoltaic arrays, of which four
are planned. For the most part, the high-risk, first elements of these
systems have been delivered to KSC. This year will begin the delivery to KSC
of many of the subsequent, identical items. We will continue Multi-Element
Integration Testing (MEIT) effort on the next complement of U.S. elements:
the initial truss segment, the early thermal control system, the first
Photovoltaic Arrays, the Canadian-built ISS robotic arm and the U.S.
Laboratory, Destiny.
In 2000, we will launch the first ISS crew to orbit, as the launch of the
first Soyuz to ISS enables permanent crew capability for three people.
Microgravity research capability will be available in the spring of 2000,
with the outfitting of the U.S. laboratory, Destiny. When Phase II of ISS is
complete in late FY 2000, the Station configuration will include Unity,
Destiny, pressurized mating adapters, power, airlock, and Multi-Purpose
Logistics Module (MPLM); Zarya, the Russian Service Module and Soyuz; and
the Space Station remote manipulator system (SSRMS) provided by Canada. By
early 2003, the ISS configuration will also include the second U.S. node,
truss segments, three solar arrays, the Japanese Experiment Module (JEM) and
resupply/support vehicles. In the 2003-2004 timeframe, U.S. Station
development efforts will near completion, with the delivery of a six-crew
capability on orbit.
International Partners
The work of NASA's other international partners on the ISS program is
proceeding well and according to plan. All of the partners have stated their
commitment to do whatever possible to help Russia fulfill its obligations to
the ISS program and to ensure that the program remains on track.
NASA is also working aggressively with all of its partners to ensure that
all ISS components are fully Y2K compliant. When I attended the historic
launch of Zarya from Baikonur on November 20, 1998, I had the opportunity to
meet with the head of each partner agency on the Year 2000 issue. Each
agency gave an in-depth presentation on their work to ensure full Y2K
compliance, and reiterated the commitment to achieve compliance early this
year. Although I have received Y2K assurances from each international
partner, I do, however, remain concerned about the health and welfare of
their critical infrastructure (e.g. power, telecommunications), and how it
may potentially affect ISS activity. This was also an area of focus at the
NASA/RSA JPR held on April 8 in Moscow. I have asked General Stafford to
review our preparedness, and Academian Utkin and his task force are
overseeing RSA compliance. As described above, our business
continuity/contingency plans are intended to ensure an acceptable level of
NASA functions in the event of failures of external infrastructure in any of
the partner countries.
The various international components of the ISS are progressing nicely. The
Canadian Space Station Remote Manipulator System, or "Robotic Arm," will be
shipped to Kennedy Space Center in April, after stringent testing. The
European Laboratory development is on schedule and NASA is continuing
discussions with the European Space Agency (ESA) about the possibility of
ESA providing critical crew rescue vehicle components. The second
Multi-Purpose Logistics Module (MPLM), built by Italy, is scheduled for
delivery to Kennedy Space Center in August. The Japanese Experiment Module
and Centrifuge Accommodations Module (CAM) development is on schedule.
Finally, the Brazilian Space Agency has selected its prime contractor and is
proceeding with its hardware contributions.
Research Utilization
We are continuing to make progress on ISS research planning and facilities
development. However, because of schedule delays and the need to bolster
development reserves, we have slowed the development of research equipment.
Assuming that the Service Module is launched by September 1999, we estimate
that the Russian-driven delay to the assembly sequence already has slipped
utilization flights on average 6-8 months since the Rev. D assembly sequence
update in October 1998. The research funding for ISS is still growing and
will, in fact, double by FY 2001 over FY 1998 levels, but the rate of growth
is slower than previously planned. As a result, some funding for research
facility development has been rephased from FY 2000-2003 into FY 2004 and
beyond.
We are focused on developing most of the permanent research facilities,
while leaving adequate margin in the research utilization budgets for some
investigation-specific hardware. Our approach is to: protect research
facility hardware deployment and schedules; maintain multi-use hardware
schedules (EXPRESS Racks and Pallets, Window Observation Research Facility
); maintain planned flight investigation buildup rate to the maximum extent
possible, fund research utilization (experiment unique hardware and
support), fund sub-rack integration at approximately 70 percent of that
previously planned; and fund payload operations and integration (analytical
integration, operations facilities, training) at approximately 85 percent of
that previously planned. The ISS program will continue to emphasize the
early research program by utilizing recently added Shuttle logistics
flights, accelerating the Human Research Facility, and adding two EXPRESS
racks to assembly flights 5A.1 and 6A in FY 2000.
ISS Commercialization
We were pleased with the passage of the Commercial Space Act of 1998 (P.L.
105-303).
This visionary step will serve the American people well by demonstrating our
government's commitment to the economic development of space. NASA is
dedicated to continuing its leadership in this important area. In
conjunction with the Act, we released our draft Commercial Development Plan
for the International Space Station last November. The ISS represents a
platform in space of unprecedented capability. We envision that it will
become a seed for emerging commercial activity in the coming decade and we
are moving ahead to ensure this outcome.
Our goal is to serve as a marketplace foundation and stimulate a national
economy for space products and service in low-Earth orbit, with both demand
and supply areas dominated by the private sector. In partnership with the
private sector, we plan to initiate a series of pathfinder activities that
could lead to businesses with profitable operations over the long run and
that could become self-sustaining without public funding. One area we are
examining closely is the provision of ISS resupply and servicing by multiple
commercial competitors. Our draft Commercial Development Plan provides a
summary of both our overall strategy and potential tactics we intend to
pursue in the coming years. It will also benefit from a private sector
review, now underway, and the independent market studies and cost analyses
which we have recently initiated. We look forward to reporting our progress
as we open the path for 21st century economic expansion in space.
X-38 and CRV
The Crew Return Vehicle (CRV) will provide a seven-person crew return
capability for the ISS, beginning no earlier than 2004. The Space
Transportation Architecture Studies (STAS) are assessing the role of systems
that provide not only return, but also delivery of humans to orbit in a
range of potential future architectures. Based on the STAS architecture
concepts, NASA is evaluating the potential of a CRV to evolve to serving a
dual-purpose role, or evolve to a Crew Transfer Vehicle (CTV) that can
deliver and return humans. NASA will finalize the CRV requirements and issue
a draft Request for Proposals (RFP) for comment before finalizing the plan
for the CRV. The results of the STAS and the potential role of a CRV/CTV in
potential future architectures will be integrated into the final CRV plan.
Space Shuttle
The Space Shuttle Program successfully completed its four assigned flights
in FY 1998. FY 1999 began successfully with STS-95 in October, the mission
on which Senator John Glenn returned to flight. Most recently, STS-88 opened
a new era for the Space Shuttle Ð support of the assembly operations for the
International Space Station. No longer just a research platform, the Shuttle
is now fulfilling its original objectives, as the workhorse that will carry
equipment, supplies and the personnel required to assemble the International
Space Station during the next several years.
During 1998, the Super Lightweight Tank was successfully flight
demonstrated, increasing payload capacity to ISS by over 7000 lbs. The SSME
Block IIA improvements, which improved the reliability on ascent, clearly
demonstrate that NASA's investment in safety and supportability initiatives
have dramatically improved the performance and reliability of the fleet.
In 1998, the Space Shuttle Programs principal operational contract, the
Space Flight Operations Contract (SFOC), now in its third year, made great
strides. All of the Phase I contracts have been successfully incorporated
and the first of the Phase II production contracts, the Solid Rocket Booster
project, transitioned to SFOC in July 1998. The External Tank project is
scheduled to move under SFOC in FY 2000. The smooth transition of other
projects to the SFOC is expected to occur as major development activities
are completed.
This year, the Shuttle will support ISS logistics and assembly flights and a
number of research objectives. In addition to setting the stage to begin ISS
utilization, the Shuttle Program is prepared to launch the Advanced X-ray
Facility (AXAF), now called Chandra, a Hubble Space Telescope repair
mission, and the Shuttle Radar Topography mission (SRTM) for the National
Imagery and Mapping Agency (NIMA).
When the Orbiter Atlantis returns to flight later this year, after its
recently completed Orbiter Maintenance Down Period and installation of major
modifications, it will take advantage of numerous other upgrades. Examples
are:
* The Multifunction Electronic Display System (MEDS), a state-of-the-art
integrated display system used in the cockpit of the orbiter. Pioneered
by NASA and in use as the standard for commercial and military aircraft
the world over.
* The Micro-meteoroid and orbital debris (MMOD) protection system for the
Orbiter radiators and wings, increases protection of the vehicle from
the potential damage to critical systems while in orbit.
* Solid Rocket Booster aft skirt improvements reduce risk during initial
seconds after main engine ignition.
NASA continues to place the highest priority on the safe launch, operation
and return of the Space Shuttle and crew, while continuing to seek
efficiencies in the Space Shuttle Program. The FY 2000 budget of $2,986.2
million will enable the system to successfully meet its goals: 1) fly
safely; 2) meet the flight manifest serving diverse customers; 3) improve
supportability; and 4) continuously improve the system. The Space Shuttle
Program's FY 2000 budget remains essentially constant, with a slight
decrease of $12 million from FY 1999. We continue to seek efficiencies in
the Space Shuttle Program. The Space Shuttle manifest currently reflects
eight missions scheduled to fly during FY 2000 Ð an emergent HST servicing
mission to replace science critical gyros and five ISS assembly flights and
two ISS logistics missions.
Space Shuttle Operations ($2,547.4 million) includes sustaining engineering,
hardware production, ground processing, launch and landing, mission
operations, flight crew operations, training, and logistics.
Funding for Safety and Performance Upgrades ($438.8 million) provides for
modifications and improvements to the flight elements and ground facilities
including expansion of safety and operating margins. This budget also
includes supportability and obsolescence mitigation efforts, which will be
used to develop systems to combat obsolescence of vehicle and ground systems
in order to maintain the program's viability well into the next century.
This budget will enable the enhancement of the Space Shuttle vehicle
capabilities as well as the replacement of obsolete systems and components.
We will address vendor loss, aging components, high repair cost of
Shuttle-specific devices, and negative environmental impacts of some
out-dated technologies.
The Space Shuttle continues to prove itself as the most versatile, robust,
and reliable space vehicle in use today. Since 1992, Shuttle program costs
have already decreased by about 37% (factoring in inflation), while
significantly improving flight safety. As we continue to look for
efficiencies, we will also look for opportunities to improve the system,
including reducing the standard manifest time period and simplifying the
payload review process to allow flexibility for the science community
Consolidated Space Operations Contract (CSOC)
On September 25, 1998, NASA awarded the Consolidated Space Operations
Contract (CSOC) to a team led by Lockheed Martin. This contract (base period
of five years, and an option period of five years) began on January 1, 1999,
when five current space operations contracts transitioned to CSOC. During
the remainder of the CSOC program, 10 other existing space operations
contracts will transition to CSOC. The CSOC contract provides a new approach
to space flight operations, consolidating and privatizing operations
facilities under a single contract. Over the potential 10-year life of the
contract, CSOC is expected to provide cost savings to the taxpayer of $1.4B
in the conduct of Space Communications and Mission Operations for NASA
Missions.
The major features of the CSOC Integrated Operations Architecture (IOA) that
define the implementation are:
* Consolidation of mission and data services;
* Application of architectural changes, based on commercially developed
technology;
* Centralization & automation; and
* Conversion to commercial providers
NASA has applied a 25% small business goal to the CSOC contract. Lockheed
Martin and its teammates, AlliedSignal and CSC, propose to meet this target
and are in the process of implementing the necessary actions to meet the
goal.
Inherent in the successful implementation of CSOC are reductions in the
contractor work force supporting space operations at five NASA Centers over
the 10-year period of performance. There will be initial reductions to the
work force at the beginning of the CSOC program, and these reductions are
currently being implemented. Following this transition, work force impact
is, on average, slightly less than 100 jobs per year in total at all five
NASA centers. The CSOC contractor team expects to absorb these
out-year-staffing reductions based on natural attrition and reassignment of
employees to other non-CSOC programs.
Life and Microgravity Sciences and Applications
NASA's Office of Life and Microgravity Sciences and Applications (OLMSA) is
eagerly looking forward to the remarkable new opportunities that will be
available on the ISS. Our ISS Phase I Program and scientific experiments on
Spacelab and Spacehab gave us tremendous insight into the possibilities as
well as the challenges we will encounter as the ISS becomes fully
operational.
Our past successes provide the foundation upon which future research will be
based. In FY 1998, NASA supported a total of 850 ongoing, peer-reviewed
investigations. Preliminary analysis suggests that the commercial cost share
investment with NASA in space products and service development for FY 1998
was approximately $45M. Twenty-one new industry partners joined OLMSA's
Commercial Space Centers.
We look forward to increased commercial applications of NASA research.
Understanding the structure of a virus is key to understanding its behavior.
Dr. Alex MacPherson published a structure of the satellite tobacco mosaic
virus at far greater resolution (1.8 Angstrom) than has ever been published
before. Mosaic virus crystals grown in space increased by a factor of four
over crystals grown on the ground. Basic discoveries in this field may hold
great potential for supporting near-term commercial applications. For
example, Biocryst Pharmaceuticals, Inc. and Johnson & Johnson have agreed to
collaborate on the development of a drug (neuraminidase) to treat influenza.
BioCryst used data from protein crystals grown on Earth and in space to
develop four lead product candidates that have performed strongly in
pre-clinical trials against both influenza A and B.
NASA scientific flight research in protein crystal growth has established an
hypothesis to account for the increases in purity found in space grown
crystals. Crystals grown in space are believed to be surrounded by a
diffusion-zone that acts as a filter to remove impurities. The resulting
pure solution accounts, in part, for the higher structural resolution. This
unique zone surrounding the space crystals is prevented by convection when
these crystals are grown on the ground.
We had two exciting science flights last year. The Neurolab Mission in April
1998, a NASA contribution to the "Decade of the Brain," helped to expand
understanding of how the nervous system develops, functions in, and adapts
to a microgravity environment. We performed 26 peer-reviewed investigations
and collected a wide range of physiological and behavior data in-flight and
post-flight. Neurolab has shown how parts of the nervous system sense,
transmit and use gravity. The mission also demonstrated that fetal rat brain
cells multiply more quickly and live longer than they do on Earth. STS-95,
in October 1998, flew a SpaceHab module dedicated to multidisciplinary
research. This mission marked another space flight collaboration between
NASA and the National Institute on Aging. It carried 26 commercial research
investigations sponsored through NASA's Commercial Space Centers. Senator
John Glenn's involvement highlighted health care and healthy aging. STS-95
focused on a variety of areas, including bone and muscle strenght, sleep
studies, and the effect of gravity on plant development. The wealth of
scientific data accumulated during this flight will help validate apparent
symptomatic similarities between the effects of space flight and aging.
In FY 1999, preparation for use of the ISS will continue. In order to
maximize return on the ISS investment, we will continue to build up and
maintain a community of over 900 experienced principal investigators. We are
committed to continue this buildup in FY 2000. The Commercial Space Centers
plan to add 9 new industry and university affiliates in 1999. To enhance
science and technology development activities in an era of constrained
budgets, NASA continues to leverage resources through partnerships and
cooperative ventures.
The FY 2000 budget request for OLMSA, $256.2 million, will support a variety
of activities on ISS, the Space Shuttle, and on the ground. Early in the
assembly phase of the ISS, research will concentrate on small-scale
investigations, an approach that has been successfully demonstrated on both
the Space Shuttle and on the Russian Mir space station. We will study the
environment, habitability, and safety. To help maintain NASA's research
communities during the ISS build-up, NASA plans to add a SpaceHab research
mission (STS-107) in early FY 2001. Increased Shuttle middeck locker
opportunities using both the utilization and assembly flights have been part
of ISS planning.
Research opportunities aboard the ISS will start in earnest with the arrival
of the crew and the Human Research Facility (HRF) in early 2000. The HRF
will help us understand the basic mechanisms of adaptation to microgravity
and help develop and validate countermeasures to maintain crew health on
orbit. NASA will continue to augment its efforts in validating
countermeasures with research carried out by the National Space Biomedical
Research Institute (NSBRI), and ground-based research and technology
programs. One of the major concerns is the biological impact to the crews of
the effects of radiation. NASA, through peer-reviewed research and in
cooperation with organizations such as Loma Linda University, Brookhaven
National Laboratories, and NIH, is developing countermeasures to increase
predictability of biological damage and lower risk to crew health.
We will fly payloads from commercial partnerships whenever opportunities
arise. We will continue to pursue innovative sensor technologies. We have
initiated planning to create an Environmental Systems Commercial Space
Center to foster commercial interest and participation in research and
technology development for recycling air and water and monitoring the
spacecraft cabin environment.
Gravitational Biology and Ecology flight experiments in FY 2000 will provide
information on the effects of microgravity on plant growth and development,
and the effects of gravity on plant photosynthesis and respiration. Research
will begin in evolutionary biology with participation of at least five
research institutions. Flight research on the effects of microgravity on
avian development will be carried out and research proposals on biologically
inspired technologies will be implemented. Microgravity Research flight
experiments in FY 2000 in the area of colloid physics will help refine the
technologies required for photonic devices used in optical communications
and computing.
Space Science Enterprise
NASA's Space Science program is scientifically robust and more ambitious
than ever. It is also more streamlined, effective, and cost-efficient to the
U. S. taxpayer. Beginning with the launch of the Deep Space 1 mission on
October 24, 1998, the Space Science Enterprise entered a nine-month period
in which it will have ten launches. Six missions have already been launched
successfully: DS-1; two Mars '98 Surveyors and the piggyback DS-2
microprobes; four payloads on STS-95; the Submillimeter Wave Astronomy
Satellite; and Stardust, a comet sample-return mission.
On March 4, 1999, the Wide Field Infrared Explorer (WIRE) was launched from
Vandenberg Air Force Base. Unfortunately, shortly after launch, WIRE
experienced technical problems that exhausted all of the cryogen used to
keep the science instrument cold. The anomaly was caused by the telescope's
protective cover being ejected shortly after launch, thereby allowing
radiation from the Sun to enter the telescope and causing the temperature to
rise. Because of the high temperatures in the spacecraft, it is believed
that the hydrogen supply began to sublimate into space more rapidly than
planned. That venting, in turn, caused the spacecraft to spin. WIRE carried
a four-month supply of solid hydrogen to cool the instrumentation during the
science mission. This supply of hydrogen was lost within a few days. As a
result, the WIRE mission will not be able to deliver any science. However,
we hope to recover some of the WIRE science with SIRTF and SOFIA.
In May, we will launch the Tomographic Experiment using Radiative
Recombinative Ionospheric Extreme Ultra-Violet and Radio Sources (TERRIERS)
spacecraft aboard a Pegasus rocket and the Far Ultraviolet Spectroscopic
Explorer (FUSE) aboard a Delta rocket. In recent months, technical problems
with circuit boards identical to those in AXAF, recently renamed Chandra
X-ray Observatory, were discovered in a non-NASA satellite. Testing of the
circuit boards on the Chandra observatory was conducted and a number of
faulty circuit boards were replaced. Chandra has been shipped to the Kennedy
Space Center and is scheduled to be launched July 9, 1999 aboard STS-93. The
recent failure of an Inertial Upper Stage (IUS) during launch of an Air
Force payload could have an impact on the Chandra launch date. Until the
investigation into the cause of the failure is complete, and we are assured
that the IUS on Chandra will perform properly, we will not launch the
observatory.
But this intense launch schedule is only part of the story, because the
existing Space Science programs and missions continue to deliver a wealth of
new scientific data and insight.
Results from the Mars Global Surveyor (MGS) and Mars Pathfinder spacecraft
show mineralogical and topographic evidence confirming earlier indications
that Mars had abundant water and thermal activity in its early history.
Measurements from the spectrometer aboard MGS show a remarkable accumulation
of the mineral hematite, well-crystallized grains of ferric oxide that
typically originate from thermal activity and standing bodies of water.
Measurements by the Mars Orbiter Laser Altimeter (MOLA) aboard MGS are
providing striking new views of Mars' north pole and the processes that have
shaped it. MOLA data reveal that the 750-mile-diameter polar ice cap has a
maximum thickness of 1.8 miles. The cap is cut by canyons and troughs that
scientists believe were carved by wind and evaporation of ice.
Closer to home, the Discovery program's Lunar Prospector spacecraft has
provided further indications of water ice at the Moon's poles, which remains
under scientific debate. The spacecraft has recently entered a lower lunar
orbit for even more precise mapping activities. Although its orbital capture
has been delayed by about a year, the Near Earth Asteroid Rendezvous mission
performed a swingby of its target asteroid, Eros, adding to our still small
inventory of in-situ data on small bodies.
Further out in the Solar System, the Galileo spacecraft continues to provide
insights into the mysteries of Jupiter and its moons. Last year, I reported
that Galileo found very strong evidence of a subsurface liquid ocean on the
Jovian moon Europa. Recent data from Galileo suggest that Callisto, another
moon of Jupiter, may also have a liquid ocean under its icy, cratered crust.
The common evidence for past or present liquid water on Mars, Europa, and
Callisto provides a key initial step in our Origins program. Galileo images
have also shown how Jupiter's intricate, swirling ring system is formed by
dust kicked up as interplanetary meteoroids smash into the giant planet's
four small inner moons.
The Hubble Space Telescope (HST) continued its impressive performance. This
year, Hubble observations made a watershed event in astronomyÑthe first
potential direct image of a planet outside our solar systemÑanother key
initial step for Origins. A "long exposure" infrared image taken with the
NICMOS camera has allowed astronomers to peer into a previously unseen realm
of the universe and uncover the faintest galaxies ever seen. The Hubble
Space Telescope has brought us unprecedented new science discoveries and
continues to revolutionize our understanding of the universe. However, in
January 1999 HST lost the use a third, redundant gyroscope. This has caused
us to plan an accelerated Hubble servicing mission in October of this year
to replace the gyroscopes and several other items which were planned for the
2000 Hubble servicing mission.
Last year we confirmed the existence of a special class of neutron stars,
now dubbed "magnetars." Magnetars are dense balls of super-heavy matter, no
larger than a city, but weighing more than the Sun. They have the greatest
magnetic field known in the Universe, so intense that it powers a steady
glow of X-rays from the star's surface, often punctuated by brief, intense
gamma-ray flashes, and occasionally by cataclysmic flares like the one
observed on August 27, 1998. Our own star provided surprises as the Solar
and Heliospheric Observatory (SOHO) team dramatically recovered from what
was thought to be a lost mission, and obtained the first evidence of
long-theorized quakes on the surface of the Sun. Another important first for
NASA Space Science was the demonstration of ion main propulsion and other
new technologies on the Deep Space 1 technology validation spacecraft.
We have learned some fascinating new things about our own star, the Sun, as
well. Last May, the first images from NASA's Transition Region and Coronal
Explorer spacecraft revealed activity in the solar atmosphere in stunning
detail and included the first detailed observations of a magnetic energy
release, called a magnetic reconnection. Less than a month later, SOHO, a
NASA/European Space Agency mission, revealed a rare celestial spectacle: two
comets plunging into the Sun's atmosphere in close succession. In July,
scientists confirmed for the first time that solar flares produce seismic
waves in the Sun's interior that resemble those created by earthquakes.
(Enough energy was released from that quake to power the United States for
20 years at its current level of consumption.)
This year has certainly been impressive, but we are very excited about what
is ahead as well. The proposed budget of $2.197 billion, an increase of $77
million over last year's budget, continues to support a strong and well
balanced Space Science program that will allow us to carry on research of
the Sun, the Solar System, and the Universe. It maintains support for the
Origins Initiative to search for planets around other stars, to study
galaxies and stars as they are born, and to look for evidence of life
elsewhere in the solar system and the universe. The FY 2000 budget also
maintains support for a multitude of ongoing missions.
Included in the technology budget are funds to prepare for two new
initiatives in high-energy astrophysics: the Gamma Ray Large Area Space
Telescope (GLAST), a follow-on to NASA's successful Compton Gamma Ray
Observatory, and technology development for a high-throughput x-ray
spectroscopy mission, a program that will complement NASA's Chandra X-ray
Observatory.
The budget request features five new items in the Space Science Enterprise.
Two new program elements are funded in the Mars Surveyor program beginning
in FY 2000: Mars Network and Micromissions. Mars Network will develop
communications capability to provide a substantial increase in bandwidth and
connectivity from Mars to Earth, thus greatly improving the scientific and
educational return for this ongoing program. Mars Micromissions will provide
low-cost capability for delivering small payloads, including
telecommunications elements of the Mars network. Competitively selected
Micromissions will deliver up to a 50-kg science payload to Mars to collect
high-priority scientific data. The first planned Mars Micromission is the
"Mars Airplane," which will commemorate the 100th anniversary the Wright
brothers' historic first flight in 2003.
Also in the FY 2000 request, the Cross-Enterprise Technology program budget
is augmented to include funding for three initiatives: Self-Sustaining
Robotic Networks; Gossamer Spacecraft; and Next Decade Planning.
Self-Sustaining Robotic Networks will build on the success of Mars
Pathfinder. This initiative's goal is to extend ongoing advances in
spacecraft automation and miniaturization technologies to produce
self-tasking, self-repairing mobile robots for permanent, "virtual presence"
planetary science and exploration outposts in challenging environments. The
Gossamer Spacecraft initiative provides additional funding to develop and
demonstrate the deployment, control, and utility of ultra-lightweight
deployable structures. These structures can be used as sun shields,
ultra-large telescopes, solar arrays, antennas, or solar sails, and will
revolutionize a wide variety of missions, including those of other agencies
such as NOAA and the Air Force. Next Decade Planning will support an
improved, Agency-wide planning process to develop and refine concepts and
technologies for a robust menu of potential future civil space programs.
As we continue to explore our Universe, we bring scientific benefit not only
to the space science community, but to America's taxpayers and citizens of
the world. Our Space Science program is exciting and relevant, as attested
to by numerous front-page stories and magazine covers, and by World Wide Web
interest in this field in the past few years. NASA has made countless
scientific discoveries and advances over its 40-year history, but stay tuned
Ð there is much more to come.
Earth Science Enterprise
Since its creation in 1958, NASA has been studying the Earth and its
changing environment by observing the atmosphere, oceans, and land, and
their influence on climate and weather. The perspective afforded since the
beginning of the space age planted a growing seed of knowledgeÑwe now
understand that the key to gaining a better understanding of the global
environment is exploring how the Earth's systems of air, land, water, and
life interact with each other. This approach, called Earth System Science,
integrates fields like meteorology, oceanography, biology, geology, and
atmospheric sciences.
The Earth Science Enterprise continued to make great progress through 1998.
We have recently revealed evidence to suggest that the 1997-98 El Nio event
may have been a major contributor to the average global sea level rising
about eight-tenths of an inch before it returned to normal levels, according
to scientists studying TOPEX/ Poseidon satellite measurements of sea surface
height. While NASA can accurately measure global sea level rise today, we
really need a decade or more of sustained research before we can say with
certainty whether there is a definitive link between sea level variation and
climate change. The SeaWiFS instrument on Orbview-2, a commercial satellite
launched in 1997, is providing data on ocean biological productivity for
NASA research, and the firm is marketing these same data to the commercial
fishing, oil, and shipping industries. The data are being procured by NASA
as a "data buy" from the commercial supplier.
NASA has also begun to measure rainfall in the tropics and sub-tropics.
Approximately two-thirds of the global rainfall occurs within the tropics,
directly influencing our day-to-day weather, according to scientists
studying measurements of sea surface height from the US/French
TOPEX/Poseidon mission. The Tropical Rainfall Measuring Mission (TRMM), a
joint endeavor with Japan which was launched in 1997, is for the first time
delivering accurate measurements of precipitation over the global tropical
oceans, a critical indicator of climate patterns over the whole world.
Polar regions also have a major influence on moderating the Earth's climate.
Until the fall of 1997, Antarctica, a region the size of Canada and Alaska
combined, had never been fully mapped at high spatial resolutions. The
Antarctic Mapping Mission (AMM) is accomplishing this mapping using data
from the Canadian Radarsat satellite in which NASA is a partner.
While 1998 was an outstanding year for Earth Science results, missions
launched in 1999 and beyond promise to increase our fundamental
understanding of the Earth system. We have 30 Earth Science launches
scheduled over the next five years. The President's budget request for Earth
Science for FY 2000 is $1.459 billion.
The Earth Observing System (EOS), the largest element of NASA's Earth
Science Enterprise ($663.2 Million for FY 2000), is a program of multiple
spacecraft designed to provide measurements of the key, multi-disciplinary
parameters needed to understand global climate change. The first EOS
spacecraft Ð Landsat-7, successfully launched on April 15, and EOS AM-1--
represent 2 of the 8 missions the Earth Science Enterprise will launch this
year. These missions, plus the EOS PM-1 and Chemistry-1 missions, will help
achieve the fundamental EOS measurements, which will begin our understanding
of the Earth system. PM-1 and Chemistry-1 remain on track for launch in 2000
and 2002, respectively. The EOS program also includes several small
spacecraft such as the U.S.-French TOPEX/ Poseidon follow-on mission known
as Jason-1, QuikScat, Ice, Cloud and Land Elevation Satellite (ICESAT),
Solstice, and the Active Cavity Radiometer Irradiance Monitor (ACRIM)
satellite.
The Earth Probes program ($138.2 Million for FY 2000) addresses specific,
highly focused Earth science questions that are new or complementary with
other parts of NASA 's Earth Science enterprise. It also has the flexibility
to take advantage of new opportunities in international cooperation or
technical innovation. Currently approved Earth Probes include the Total
Ozone Mapping Spectrometer-EP and the Earth System Science Pathfinder
missions (the Vegetation Canopy Lidar and the Gravity Recovery and Climate
Experiment). A new US/French ESSP mission called PICASSO-CENA was selected
in December 1998 to study the Earth's atmosphere in tandem with the EOS-PM-1
satellite.
A parallel series of New Millennium program missions is being developed to
validate advanced technology for future Earth Science spacecraft. The Earth
Orbiter-1 mission will demonstrate an advanced land imaging system with a
hyperspectral and multispectral capability starting in 1999. The
Space-Readiness Coherent Lidar Experiment will fly in the cargo bay of a
Space Shuttle in 2001 to test whether a space-based sensor can accurately
measure atmospheric winds from the surface to a height of ten miles.
Atmospheric winds determine the transport of energy and chemical
constituents across the EarthÑhence an important parameter for weather
prediction. Recognizing the high value of ocean winds data, we have rapidly
developed a replacement mission for NSCAT, lost in the failure of a Japanese
satellite. Called QuikScat, it was ready for launch in November 1998Ñonly 18
months after the loss of NSCAT. Safety concerns with the QuikScat's launch
vehicle will push the launch into the spring of 1999. We are also purchasing
ocean wind vector data during this interim period between NSCAT and
QuikScat.
The EOS Data Information System (EOSDIS $231.5 Million for FY 00) has been
serving thousands of users by providing available data and information from
NASA-sponsored programs since September 1995. EOSDIS will operate the EOS
spacecraft, and acquire and distribute the basic data gathered by them. An
essential element of EOSDIS, the Flight Operations Segment (FOS) was to
provide command and control of EOS spacecraft including the upcoming launch
of EOS-AM-1. FOS experienced serious schedule and performance problems
throughout 1998, which resulted in replacement of an essential element of
FOS with a commercial, off-the-shelf system developed by Raytheon. This new
system has enabled EOSDIS to progress toward the goal of meeting all ESE
mission needs from now through 2002. Command and control of the EOS-AM-1
mission is currently on schedule for meeting the July 1999 launch date. In
addition, EOSDIS is also on track to support operations of the PM-1 (12/00),
ICESat (7/01) and Chemistry (11/02) spacecraft.
The Triana mission is an Earth observation spacecraft to be located at the
Earth-Sun LaGrange-1 point providing a near-term real time, continuous high
definition color view of the full Sun-lit disc of the Earth. This mission
will carry three major scientific experiments to make the first direct
measurements of the solar radiant power reflected by the Earth, to make
global aerosol and ozone measurements, and to observe solar wind. A
selection was made in October 1998 for the Scripps Institution of
Oceanography to conduct the Triana mission with the Goddard Space Flight
Center. Launch is scheduled for December 2000.
Along with basic Earth Science research, we also conduct Applications
Research to help universities and State & local governments apply remote
sensing data and science to practical problems. We have established five
Regional Earth Science Applications Centers (RESACs) to target efforts on
specific regional issues. The Commercial Remote Sensing Program (CRSP) at
the Stennis Space Center works with industry to extend the utility of ESE's
science data within the broader U.S. economy. Through partnerships with
CRSP, companies gain assistance in product development and in validation of
new remote sensing instruments.
In 1992, CRSP, along with KPMG Peat Marwick, performed a study that valued
the remote sensing and geospatial market at $850 million annually, using
airborne platforms. In 1998, due to NASA's strides in Earth Observations
satellite R&D and corporate commitments, the market was valued at $2
billion. With the anticipated operations of commercial, space-based,
high-resolution systems, low-cost positioning data from GPS, enhanced
internet access to data and value-added information, underpinned by
low-cost, high-performance work stations, industry is projecting a
conservative estimate of $4 billion in private investment by 2005.
CRSP's data buy program has been active and robust. In September 1998, NASA
awarded five contracts for Phase II of the $50 million Scientific Data
Purchase. NASA is developing plans for the next data buy as the commercial
remote sensing market matures. Also last year, NASA's CRSP entered into a
five-year Joint Sponsored Research Agreement with Mississippi for the
purpose of developing commercial remote sensing through collaborative
research and public-private partnerships. This year, CRSP will establish at
least 75 commercial partnerships in "value-added" remote sensing product
development, an increase from 37 in FY 1997. In addition, CRSP will
establish at least 20 agreements with industry in support of other federal
agency needs. In FY 2000, the CRSP will focus Earth Observing Commercial
Applications Program (EOCAP) joint commercial applications research to
develop 20 new-market commercial products.
The Earth Science Enterprise balances funding across observations, research
and data analysis, applications and commercial remote sensing, information
systems, and advanced satellite technologies to ensure the Nation has the
tools to answer scientific questions about the Earth, and to put these
answers to work for the benefit of society. Earth science is science in the
national interest, and NASA is committed to its success.
Aero-Space Technology Enterprise
The Aero-Space Technology Enterprise is working in an exciting and
challenging time as we revolutionize the science and technology that powers
U.S. civil aeronautics and space transportation. Last year we presented to
you an Enterprise program focused on three "Pillars" for successÑGlobal
Civil Aviation, Revolutionary Technology Leaps, and Access to SpaceÑand a
set of ten goals to address current and future National needs. By developing
high technical risk technologies, we contribute to aviation safety, increase
air system capacity, enhance environmental compatibility, and open new
opportunities in space. Within the past year this Enterprise has had to make
some hard choices. Budget pressures, along with shifting industry and market
conditions, made it impossible to pursue with excellence all our ambitions.
Rather than spread the pain and do a little less of everything, we
established a set of priorities among the goals, and are pursuing our top
priorities as coordinated with our customers and stakeholders. Our priority
goals are aviation safety, aviation systems capacity, next-generation design
tools, ultra-efficient engine technology, general aviation, experimental
aircraft and access to space. We have dramatically reduced our support to
the high-speed civil transport and affordability goals, canceling the High
Speed Research and Advanced Subsonic Technology Programs.
We have worked hard over the last year to take advantage of synergies
between aeronautics and space transportation activities and are increasing
funding in the latter. We have made significant progress in defining the
contribution of our existing projects and programs to the goals. We believe
these goals will help us better manage our research activities while
fostering a better understanding of these activities for the American
people. The President's proposed budget for FY 2000 of $1.0065 billion is
focused on maximizing a return to our highest priority goals.
Aeronautics
We are proud of our past accomplishments in two focused programs, High Speed
Research (HSR) and Advanced Subsonic Technology (AST). Although dramatic
advances were made against the original HSR program goals, our industry
partners indicated that they were not prepared to proceed with commercial
development of a High Speed Civil Transport in the near term, which led to
the decision to terminate this program in FY 1999. The need to refocus our
technology efforts from industrial competitiveness issues to a broader, more
public policy-oriented emphasis resulted in the decision to terminate the
AST program at the end of FY 1999.
The aeronautics budget request, $620.1 million, enables us to pursue a new
focused program, Aviation Safety, as our top aeronautics priority. As global
GDP expands over the next decade by an annual rate of 3 to 4-percent, demand
for air travel will dramatically increase Ð it is expected to triple within
20 years. Great strides have been made over the last 40 years to make flying
the safest of all major modes of transportation. However, even today's low
accident rate is not good enough and if air traffic triples as predicted,
this rate will be totally unacceptable. The national goal is to reduce the
aircraft accident rate by a factor of five within 10 years, and by a factor
of 10 within 20 years. In addition to accident rate reduction, we will work
to decrease injuries and fatalities when accidents do occur. We are also
working on aviation system technologies that could support pilots and air
traffic controllers. Safety is also a top priority of the FAA. We are
working closely with FAA, manufacturers and airlines to prioritize
technology efforts and to ensure their rapid implementation in order to meet
our aggressive safety goal. FAA is responsible for the operation and
near-term research and development of the National Air Traffic System, while
NASA conducts the longer-term, higher-risk research and development. Last
October, we signed an MOA with the FAA to solidify our cooperation in this
area.
Our FY 2000 budget also support the Aviation Systems Capacity (ASC) Program,
which builds on research we have conducted over the past few years in the
Advanced Subsonic Technology program. Our goal in capacity is "while
maintaining safety, triple the aviation system throughput, in all weather
conditions, within 10 years." This is absolutely required if the aviation
system is to keep up with demand and allow the predicted growth in air
travel to occur. The ASC program is looking at modernization and
improvements in the Air Traffic Management System and the introduction of
new vehicle classes which can potentially reduce congestion. Efficient and
flexible routing, scheduling and sequencing of aircraft in all weather
conditions are critical to meeting capacity demands. As in safety, we are
working closely with FAA on this program.
I am very excited about our work in experimental aircraft. On August 6,
1998, the solar-powered Pathfinder Remotely Piloted Aircraft broke its own
world altitude record for a solar-powered aircraft by almost 10,000 feet,
and established a world record for propeller driven aircraft of 80,201 feet.
This flight was another step in meeting the challenge of flying a solar
powered aircraft at 100,000 feet. In another first, an international
cooperative project with the Russian Central Institute of Aviation Motors
achieved the first extended supersonic combustion in flight using a scramjet
flown to Mach 6. The X-43 (HYPER-X) research vehicle, which is an
air-breathing, dual-mode scramjet-powered plane capable of speeds up to Mach
10, will be delivered this year and will have its first powered flight ( to
Mach 7) in FY 2000. Experimental aircraft such as these are invaluable tools
for exploring new concepts and for complementing and strengthening
laboratory research. In the very demanding environment of flight, X-planes
are used to test innovative, high-risk concepts, accelerating their
development into design and technology applications.
We are pioneering a new safe and efficient general aviation air
transportation system that will allow us to travel up to four times faster
than we can by car from doorstep to destination, even if that doorstep or
destination is a small community many miles from a large hub airport. To
make this possible, NASA has been working and will continue to work on
advances in propulsion and avionics that will make general aviation
affordable and safe.
Our FY 2000 budget includes the Ultra Efficient Engine Technology Program
and REVCON, or revolutionary concepts. The Ultra Efficient Engine Technology
Program will enable the next breakthroughs in propulsion systems that will
spawn a new generation of high-performance, operationally efficient,
economically viable and environmentally compatible U.S. aircraft. We will
develop and demonstrate breakthrough technologies in propulsion component
and high-temperature engine materials which can create future commercial and
military propulsion systems which are simpler, achieve higher performance,
and do less damage to the environment. REVCON is a process that will develop
concepts that are a revolutionary departure from traditional approaches to
aeronautical design. We will fully utilize the next-generation design tools
we are developing to produce substantial benefits in concept development.
REVCON will change fundamentally the way systems are designed and accelerate
the transition of high-risk/high-payoff technology from the laboratory to
flight.
Advanced Space Transportation Technology
The Advanced Space Transportation Technology program supports our "Access to
Space" pillar. Our goal is to completely revitalize access to space by
reducing launch costs dramatically over the next decade, increasing the
safety and reliability of current and next generation launch vehicles, and
establishing new plateaus of performance for in-space propulsion while
reducing cost and weight. We are committed to developing technology that
will reduce the payload cost to low-Earth orbit by an order of magnitude,
from $10,000 to $1,000 per pound, within 10 years. The budget request, $254
million, fully supports this goal.
NASA's Reusable Launch Vehicle (RLV) Program includes both ground-based
technology development and flight demonstrators (X-33, X-34, Future-X
Pathfinder vehicles) to validate key component technologies, prove that the
technologies can be integrated into a functional vehicle, and demonstrate
the required operability to make low-cost access to space a reality. Once
demonstrated, we expect that these technologies will be used by private
industry to build next-generation launch vehicles that will meet government
and commercial needs at dramatically reduced costs.
Early last year the X-33's first major flight component, the liquid oxygen
tank, was placed in the vehicle's assembly structure. The X-33 launch site
at Edwards Air Force Base is complete. The technologies we are developing
are risky, and development problems are not unexpected. In fact, the landing
gear is the only piece of existing hardware on the X-33. All other
components require advanced development. Recently, the X-33 program has
experienced some manufacturing and technical problems that have led to a
slip in the first flight to July 2000. We are working with the industry team
to resolve these problems and expect no additional cost to the government.
The X-34 also has experienced some manufacturing difficulties that will
delay the first unpowered flight four months to September 1999; the first
powered flight is currently scheduled for February 2000. We are confident
that these problems will be overcome and these programs will provide
valuable technology for application to future space launch vehicles.
In FY 1999, we initiated the Future-X program which includes "Pathfinder"
flight experiments for demonstrations of technologies which can further
reduce the cost and increase the reliability of reusable space launch and
orbital transportation systems. We are particularly pleased with the
selection of the Advanced Technology Vehicle (ATV), the first contract award
under Future-X. The ATV includes cost-sharing by industry and possibly the
Air Force. We are working closely with the Air Force on this program to
ensure it will meet defense as well as civil space needs. We are
strengthening the links between the Advanced Space Transportation Program,
which is a technology development program, and Future-X flight validation;
we want to make more transparent the decision-making mechanism for
determining if an ASTP technology truly requires flight validation in
Future-X. ASTP will continue to push the state-of-the-art technologies that
will be flown under the Future-X program if required for validation prior to
implementation in commercial, DOD or civil transportation systems.
We have restructured the Small-Payload Focused Project (Bantam). Its goal is
to develop and demonstrate unique technologies that will enable the
development of a reusable launch system that will launch 200 to 300-pound
payloads for $1-to-$1.5 million per flight by 2004/2005. The ground
technology program, commercial market, and provider developments will
support decisions on whether to pursue a Future-X flight demonstration of
the most promising vehicle concept. Concepts currently under study include
multi-stage rockets, air-breathing combined-cycle vehicles, magnetic
levitation launch assist, and beamed-energy laser-powered vehiclesÑto name a
few. In FY 2000, the results of these technology demonstrations and system
level analyses of multiple concepts will support concept down-selection. As
we proceed with this program, we will periodically solicit proposals from
industry to supply such a launch vehicle for this payload class and as with
all NASA technology programs, industry will have access to the technology as
we develop it.
Commercial Technology
Since its inception in 1958, NASA has been charged with ensuring that
NASA-developed technology is transferred to the U.S. industrial community to
improve its competitive position in world markets. The FY 2000 budget
request of $132.5 million continues this important aspect of our mission.
Our commercialization effort encompasses all technologies created at NASA
centers by civil servants as well as innovations from NASA contractors. The
technology commercialization program conducts a continuous inventory of
newly developed NASA technologies, maintains an internet-based database of
this inventory, assesses the commercial value of each technology,
establishes R&D partnerships with industry for dual use of the technology,
disseminates knowledge of these NASA technology opportunities to the private
sector, and supports an efficient system for licensing NASA technologies to
private companies. The amount requested for NASA commercialization efforts
includes $97.5 million to carry out the provisions of the Small Business
Innovation Research (SBIR) Act, which requires a set-aside of 2.5% of NASA's
total extramural R&D spending for small business research grants, along with
an additional set-aside for the Small Business Technology Transfer (STTR)
Program of 0.15% of NASA's total extramural R&D spending. The NASA SBIR
program has contributed to the U.S. economy by fostering the establishment
and growth of over 1,100 small, high technology businesses.
Conclusion
Mr. Chairman, I am proud of NASA and I am pleased with this budget. It gives
us the stability we need to continue the construction of the ISS and to
conduct cutting-edge research in science and technology. There is no
question that the ISS partnership will continue to face challenges. But if
the successes of the last few months are any indication of our ability to
jointly overcome difficulties and succeed, I look forward to the coming year
with great enthusiasm. While we are building this magnificent international
laboratory in space, we already are making this facility a seed for
commercial space activity for the early part of the next century, and for
opening the space frontier for human activity beyond low-Earth orbit. Like
the railroads, the Government will build it, and it will create entirely new
opportunities for private enterprise. To get there, we will continue to fly
the Shuttle safely while developing new technologies that could make space
launch more affordable and reliable. We look forward to a robust competition
for NASA's launch business among several providers in the next decade. We
will not just be going to low-Earth orbit, as NASA will continue to push the
frontiers of knowledge about our planet, our Solar System, and our Universe.
Micro-rovers will look for signs of ancient life on Mars, and perhaps
existing life on the moons of Jupiter and Saturn, while we continue to
search for planets in nearby solar systems that could also harbor life
today. This budget is the beginning of a new era in vehicle and mission
design, as we create an Integrated Synthesis Environment that will
dramatically lower costs and reduce development times, allowing us to do
even more exciting science and technology.
NASA remains committed to providing the American taxpayer with the best
possible space and aeronautics program in the world. Our accomplishments
demonstrate we are capable of that. We are determined to continue that
tradition. I truly believe the best is yet to come.