Short-term focus and aging infrastructure at NASA puts space programs at risk, investigators tell Congress

WASHINGTON - A new report from the National Academies of Sciences, Engineering, and Medicine (NASEM) provided to the United States Congress regarding future prospects for the National Aeronautics and Space Administration (NASA) highlights sagging funding, obsolete infrastructure, and pressure on short-term priorities rather than long-term success. The report, available here, was requested by Congress in the CHIPS and Science Act of 2022.  The study was sponsored by NASA.

NASEM says that NASA operates in a complex environment influenced by several key challenges. One of the major factors shaping NASA's work is the rapid pace of technological advancement. As technology evolves, NASA must continuously adapt to stay at the forefront of innovation.

Additionally, the agency faces stiff competition for top talent, not only from the commercial space sector but also from other space agencies and high-tech industries. This competition makes it increasingly difficult for NASA to attract and retain the skilled professionals it needs.

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Compounding these issues is a declining federal discretionary budget, along with a stagnant agency budget in terms of purchasing power. This financial pressure limits NASA's ability to invest in future projects and sustain its long-term goals. The absence of timely congressional authorization acts also adds uncertainty, making it harder for the agency to plan effectively.

On top of that, NASA must navigate the growing competition in space, particularly from China, which is rapidly expanding its own space capabilities.

NASEM also notes that while NASA has been a boon to the growing commercial space sector in the U.S., and it has benefitted from those companies, increasingly outsourcing work puts the agency at risk. 

Overusing certain contract types has the unintended consequence of distancing NASA employees from hands-on mission work, limiting their ability to develop and sustain cutting-edge technical expertise and leadership skills. This weakening of in-house capabilities hampers NASA's ability to offer creative, experienced insights and oversight, potentially introducing significant mission risks, especially if a commercial provider fails to deliver or decides to withdraw from the market.

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To prevent the erosion of NASA's technical expertise, particularly during the early stages of developmental efforts, it is essential to exercise caution in managing relationships with commercial partners. NASA must balance leveraging external capabilities and preserving its advanced skills. The report strongly advises NASA to significantly increase its investment in internal research and development to advance mission-critical technologies that are not yet available commercially. It also suggests several measures for maintaining a highly skilled workforce, including adopting a new human capital strategy and working with Congress to update the NASA Flexibility Act of 2004 to expand the agency's appointment and hiring authority.

Additionally, the report highlights the shifting balance of responsibilities and decision-making powers between NASA's mission directorates and its centers. It recommends that NASA reassess its current mission management model and carefully evaluate the checks and balances in place for technical oversight and programmatic work.