Engineering topics
Publications and source records attributed to Logsdon, J..
Scientific inquiry into the nature of the universe beyond Earth and exploration of the Sun's solar system have to date been enterprises carried out primarily by the United States, the former Soviet Union, and only a few other industrialized states.
The technical-planning and decision-making processes involved in the initiation of the NASA Space Shuttle program in 1970-1972 are briefly discussed, responding to the critical evaluation of Logsdon (1986). The complex nature of the interactions among White House, OMB, DOD, and NASA; the difficulty of making long-term commitments under the U.S. system; the positive technological achievements of the program; and the need for unemotional evaluation of the policy options available after the loss of the Challenger are stressed. In a reply by Logsdon, it is argued that the structuring of the policy process itself and the presentation of the Shuttle to Congress as a relatively inexpensive routine launch system for virtually all government needs were directly related to its failure to gain continuing full funding from Administrations and Congress. It is suggested that a strong proposal of bold scientific and exploratory objectives for the space program could be more successful in gaining such long-term support.
The evolution of U.S. civilian space policy and the institutional framework through which that policy was implemented are discussed. Space policy principles the governed decision making between 1957 and 1962 are identified. The government/industry relations regarding space related research and development are discussed.
In September 1982 the Secretary of Commerce was authorized (by Title II of H.R. 5890 of the 97th Congress) to plan and provide for the management and operation of the civil land remote sensing satellite systems, to provide for user fees, and to plan for the transfer of the ownership and operation of future civil operational land remote sensing satellite systems to the private sector. As part of the planning for transfer, a number of approaches were to be compared including wholly private ownership and operation of the system by an entity competitively selected, mixed government/private ownership and operation, and a legislatively-chartered privately-owned corporation. The results of an analysis and comparison of a limited number of financial and organizational approaches for either transfer of the ownership and operation of the civil operational land remote sensing program to the private sector or government retention are presented.