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By NASA
The Apollo 11 mission in July 1969 completed the goal set by President John F. Kennedy in 1961 to land a man on the Moon and return him safely to the Earth before the end of the decade. At the time, NASA planned nine more Apollo Moon landing missions of increasing complexity and an Earth orbiting experimental space station. No firm human space flight plans existed once these missions ended in the mid-1970s. After taking office in 1969, President Richard M. Nixon chartered a Space Task Group (STG) to formulate plans for the nation’s space program for the coming decades. The STG’s proposals proved overly ambitious and costly to the fiscally conservative President who chose to take no action on them.
Left: President John F. Kennedy addresses a Joint Session of Congress in May 1961. Middle: President Kennedy addresses a crowd at Rice University in Houston in September 1962. Right: President Lyndon B. Johnson addresses a crowd during a March 1968 visit to the Manned Spacecraft Center, now NASA’s Johnson Space Center, in Houston.
On May 25, 1961, before a Joint Session of Congress, President John F. Kennedy committed the United States to the goal, before the decade was out, of landing a man on the Moon and returning him safely to the Earth. President Kennedy reaffirmed the commitment during an address at Rice University in Houston in September 1962. Vice President Lyndon B. Johnson, who played a leading role in establishing NASA in 1958, under Kennedy served as the Chair of the National Aeronautics and Space Council. Johnson worked with his colleagues in Congress to ensure adequate funding for the next several years to provide NASA with the needed resources to meet that goal.
Following Kennedy’s assassination in November 1963, now President Johnson continued his strong support to ensure that his predecessor’s goal of a Moon landing could be achieved by the stipulated deadline. But with increasing competition for scarce federal resources from the conflict in southeast Asia and from domestic programs, Johnson showed less interest in any space endeavors to follow the Apollo Moon landings. NASA’s annual budget peaked in 1966 and began a steady decline three years before the agency met Kennedy’s goal. From a budgetary standpoint, the prospects of a vibrant, post-Apollo space program didn’t look all that rosy, the triumphs of the Apollo missions of 1968 and 1969 notwithstanding.
Left: On March 5, 1969, President Richard M. Nixon, left, introduces Thomas O. Paine as the NASA Administrator nominee, as Vice President Spiro T. Agnew looks on. Middle: Proposed lunar landing sites through Apollo 20, per August 1969 NASA planning. Right: An illustration of the Apollo Applications Program experimental space station that later evolved into Skylab.
Less than a month after assuming the Presidency in January 1969, Richard M. Nixon appointed a Space Task Group (STG), led by Vice President Spiro T. Agnew as the Chair of the National Aeronautics and Space Council, to report back to him on options for the American space program in the post-Apollo years. Members of the STG included NASA Acting Administrator Thomas O. Paine (confirmed by the Senate as administrator on March 20), the Secretary of Defense, and the Director of the Office of Science and Technology. At the time, the only approved human space flight programs included lunar landing missions through Apollo 20 and three long-duration missions to an experimental space station based on Apollo technology that evolved into Skylab.
Beyond a general vague consensus that the United States human space flight program should continue, no approved projects existed once these missions ended by about 1975. With NASA’s intense focus on achieving the Moon landing within President Kennedy’s time frame, long-term planning for what might follow the Apollo Program garnered little attention. During a Jan. 27, 1969, meeting at NASA chaired by Acting Administrator Paine, a general consensus emerged that the next step after the Moon landing should involve the development of a 12-person earth-orbiting space station by 1975, followed by an even larger outpost capable of housing up to 100 people “with a multiplicity of capabilities.” In June, with the goal of the Moon landing almost at hand, NASA’s internal planning added the development of a space shuttle by 1977 to support the space station, the development of a lunar base by 1976, and the highly ambitious idea that the U.S. should prepare for a human mission to Mars as early as the 1980s. NASA presented these proposals to the STG for consideration in early July in a report titled “America’s Next Decades in Space.”
Left: President Richard M. Nixon, right, greets the Apollo 11 astronauts aboard the U.S.S. Hornet after their return from the Moon. Middle: The cover page of the Space Task Group (STG) Report to President Nixon. Right: Meeting in the White House to present the STG Report to President Nixon. Image credit: courtesy Richard Nixon Presidential Library and Museum.
Still bathing in the afterglow of the successful Moon landing, the STG presented its 29-page report “The Post-Apollo Space Program: Directions for the Future” to President Nixon on Sep. 15, 1969, during a meeting at the White House. In its Conclusions and Recommendations section, the report noted that the United States should pursue a balanced robotic and human space program but emphasized the importance of the latter, with a long-term goal of a human mission to Mars before the end of the 20th century. The report proposed that NASA develop new systems and technologies that emphasized commonality, reusability, and economy in its future programs. To accomplish these overall objectives, the report presented three options:
Option I – this option required more than a doubling of NASA’s budget by 1980 to enable a human Mars mission in the 1980s, establishment of a lunar orbiting space station, a 50-person Earth orbiting space station, and a lunar base. The option required a decision by 1971 on development of an Earth-to-orbit transportation system to support the space station. The option maintained a strong robotic scientific and exploration program.
Option II – this option maintained NASA’s budget at then current levels for a few years, then anticipated a gradual increase to support the parallel development of both an earth orbiting space station and an Earth-to-orbit transportation system, but deferred a Mars mission to about 1986. The option maintained a strong robotic scientific and exploration program, but smaller than in Option I.
Option III – essentially the same as Option II but deferred indefinitely the human Mars mission.
In separate letters, both Agnew and Paine recommended to President Nixon to choose Option II.
Left: Illustration of a possible space shuttle, circa 1969. Middle: Illustration of a possible 12-person space station, circa 1969. Right: An August 1969 proposed mission scenario for a human mission to Mars.
The White House released the report to the public at a press conference on Sep. 17 with Vice President Agnew and Administrator Paine in attendance. Although he publicly supported a strong human spaceflight program, enjoyed the positive press he received when photographed with Apollo astronauts, and initially sounded positive about the STG options, President Nixon ultimately chose not to act on the report’s recommendations. Nixon considered these plans too grandiose and far too expensive and relegated NASA to one America’s domestic programs without the special status it enjoyed during the 1960s. Even some of the already planned remaining Moon landing missions fell victim to the budgetary axe.
On Jan. 4, 1970, NASA had to cancel Apollo 20 since the Skylab program needed its Saturn V rocket to launch the orbital workshop. In 1968, then NASA Administrator James E. Webb had turned off the Saturn V assembly line and none remained beyond the original 15 built under contract. In September 1970, reductions in NASA’s budget forced the cancellation of two more Apollo missions, and in 1971 President Nixon considered cancelling two more. He reversed himself and they flew as Apollo 16 and Apollo 17 in 1972, the final Apollo Moon landing missions.
Left: NASA Administrator James C. Fletcher, left, and President Richard M. Nixon announce the approval to proceed with space shuttle development in 1972. Middle: First launch of the space shuttle in 1981. Right: In 1984, President Ronald W. Reagan directs NASA to build a space station.
More than two years after the STG submitted its report, in January 1972 President Nixon directed NASA Administrator James C. Fletcher to develop the Space Transportation System, the formal name for the space shuttle, the only element of the recommendations to survive the budgetary challenges. NASA anticipated the first orbital flight of the program in 1979, with the actual first flight occurring two years later. Twelve years elapsed after Nixon’s shuttle decision when President Ronald W. Reagan approved the development of a space station, the second major component of the STG recommendation. 14 years later, the first element of that program reached orbit. In those intervening years, NASA had redesigned the original American space station, leading to the development of a multinational orbiting laboratory called the International Space Station. Humans have inhabited the space station continuously for the past quarter century, conducting world class and cutting edge scientific and engineering research. Work on the space station helps enable future programs, returning humans to the Moon and later sending them on to Mars and other destinations.
The International Space Station as it appeared in 2021.
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By Space Force
A group of 18 personnel from the 4th Space Operations Squadron, a component of Delta 8, headquartered at Peterson Space Force Base, Colorado, recently traveled to Joint Base Pearl Harbor Hickam, Hawaii for a contingency operations exercise to test a highly technical piece of equipment known as a Mobile Constellation Control Station.
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By NASA
5 min read
Voyager 1 Team Accomplishes Tricky Thruster Swap
A model of NASA’s Voyager spacecraft. The twin Voyagers have been flying since 1977 and are exploring the outer regions of our solar system. NASA/JPL-Caltech The spacecraft uses its thrusters to stay pointed at Earth, but after 47 years in space some of the fuel tubes have become clogged.
Engineers working on NASA’s Voyager 1 probe have successfully mitigated an issue with the spacecraft’s thrusters, which keep the distant explorer pointed at Earth so that it can receive commands, send engineering data, and provide the unique science data it is gathering.
After 47 years, a fuel tube inside the thrusters has become clogged with silicon dioxide, a byproduct that appears with age from a rubber diaphragm in the spacecraft’s fuel tank. The clogging reduces how efficiently the thrusters can generate force. After weeks of careful planning, the team switched the spacecraft to a different set of thrusters.
The thrusters are fueled by liquid hydrazine, which is turned into gases and released in tens-of-milliseconds-long puffs to gently tilt the spacecraft’s antenna toward Earth. If the clogged thruster were healthy it would need to conduct about 40 of these short pulses per day.
Both Voyager probes feature three sets, or branches, of thrusters: two sets of attitude propulsion thrusters and one set of trajectory correction maneuver thrusters. During the mission’s planetary flybys, both types of thrusters were used for different purposes. But as Voyager 1 travels on an unchanging path out of the solar system, its thruster needs are simpler, and either thruster branch can be used to point the spacecraft at Earth.
In 2002 the mission’s engineering team, based at NASA’s Jet Propulsion Laboratory in Southern California, noticed some fuel tubes in the attitude propulsion thruster branch being used for pointing were clogging, so the team switched to the second branch. When that branch showed signs of clogging in 2018, the team switched to the trajectory correction maneuver thrusters and have been using that branch since then.
Now those trajectory correction thruster tubes are even more clogged than the original branches were when the team swapped them in 2018. The clogged tubes are located inside the thrusters and direct fuel to the catalyst beds, where it is turned into gases. (These are different than the fuel tubes that send hydrazine to the thrusters.) Where the tube opening was originally only 0.01 inches (0.25 millimeters) in diameter, the clogging has reduced it to 0.0015 inches (0.035 mm), or about half the width of a human hair. As a result, the team needed to switch back to one of the attitude propulsion thruster branches.
Warming Up the Thrusters
Switching to different thrusters would have been a relatively simple operation for the mission in 1980 or even 2002. But the spacecraft’s age has introduced new challenges, primarily related to power supply and temperature. The mission has turned off all non-essential onboard systems, including some heaters, on both spacecraft to conserve their gradually shrinking electrical power supply, which is generated by decaying plutonium.
While those steps have worked to reduce power, they have also led to the spacecraft growing colder, an effect compounded by the loss of other non-essential systems that produced heat. Consequently, the attitude propulsion thruster branches have grown cold, and turning them on in that state could damage them, making the thrusters unusable.
The team determined that the best option would be to warm the thrusters before the switch by turning on what had been deemed non-essential heaters. However, as with so many challenges the Voyager team has faced, this presented a puzzle: The spacecraft’s power supply is so low that turning on non-essential heaters would require the mission to turn off something else to provide the heaters adequate electricity, and everything that’s currently operating is considered essential.
Studying the issue, they ruled out turning off one of the still-operating science instruments for a limited time because there’s a risk that the instrument would not come back online. After additional study and planning, the engineering team determined they could safely turn off one of the spacecraft’s main heaters for up to an hour, freeing up enough power to turn on the thruster heaters.
It worked. On Aug. 27, they confirmed that the needed thruster branch was back in action, helping point Voyager 1 toward Earth.
“All the decisions we will have to make going forward are going to require a lot more analysis and caution than they once did,” said Suzanne Dodd, Voyager’s project manager at the Jet Propulsion Laboratory which manages Voyager for NASA.
The spacecraft are exploring interstellar space, the region outside the bubble of particles and magnetic fields created by the Sun, where no other spacecraft are likely to visit for a long time. The mission science team is working to keep the Voyagers going for as long as possible, so they can continue to reveal what the interstellar environment is like.
News Media Contact
Calla Cofield
Jet Propulsion Laboratory, Pasadena, Calif.
626-808-2469
calla.e.cofield@jpl.nasa.gov
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Last Updated Sep 10, 2024 Related Terms
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By NASA
Mars: Perseverance (Mars 2020) Perseverance Home Mission Overview Rover Components Mars Rock Samples Where is Perseverance? Ingenuity Mars Helicopter Mission Updates Science Overview Objectives Instruments Highlights Exploration Goals News and Features Multimedia Perseverance Raw Images Images Videos Audio More Resources Mars Missions Mars Sample Return Mars Perseverance Rover Mars Curiosity Rover MAVEN Mars Reconnaissance Orbiter Mars Odyssey More Mars Missions The Solar System The Sun Mercury Venus Earth The Moon Mars Jupiter Saturn Uranus Neptune Pluto & Dwarf Planets Asteroids, Comets & Meteors The Kuiper Belt The Oort Cloud 3 min read
Behind the Scenes at the 2024 Mars 2020 Science Team Meeting
The Mars 2020 Perseverance Rover Science Team meets in person and online during the July 2024 team meeting in Pasadena, CA. Credits: R. Hogg and J. Maki. The Mars 2020 Science Team meets in Pasadena for 3 days of science synthesis
It has become a fun tradition for me to write a summary of our yearly in-person Science Team Meetings (2022 meeting and 2023 meeting). I’ve been particularly looking forward to this year’s update given the recent excitement on the team and in the public about Perseverance’s discovery of a potential biosignature, a feature that may have a biological origin but needs more data or further study before reaching a conclusion about the absence or presence of life.
This past July, ~160 members of the Mars 2020 Science Team met in-person in Pasadena—with another ~50 team members dialed in on-line—for three days of presentations, meetings, and team discussion. For a team that spends most of the year working remotely from around the world, we make the most of these rare opportunities for in-person discussion and synthesis of the rover’s latest science results.
We spent time discussing Perseverance’s most recent science campaign in the Margin unit, an exposure of carbonate-bearing rocks that occurs along the inner rim of Jezero crater. As part of an effort to synthesize what we’ve learned about the Margin unit over the past year, we heard presentations describing surface and subsurface observations collected from the rover’s entire payload. This was followed by a thought-provoking series of presentations that tackled the three hypotheses we’re carrying for the origin of this unit: sedimentary, volcanic (pyroclastic), or crystalline igneous.
Some of our liveliest discussion occurred during presentations about Neretva Vallis, Jezero’s inlet valley that once fed the sedimentary fan and lake system within the crater. Data from the RIMFAX instrument took center stage as we debated the origin and age relationship of the Bright Angel outcrop to other units we’ve studied in the crater.
This context is especially important because the Bright Angel outcrop is home to the Cheyava Falls rock, which contains intriguing features we’ve been calling “leopard spots,” small white spots with dark rims observed in red bedrock of Bright Angel. On the last day of the team meeting, data from our recent “Apollo Temple” abrasion at Cheyava Falls was just starting to arrive on Earth, and team members from the PIXL and SHERLOC teams were huddled in the hallway and at the back of the conference room trying to digest these new results in real time. We had special “pop-up” presentations during which SHERLOC reported compelling evidence for organics in the new abrasion, and PIXL showed interesting new data about the light-toned veins that crosscut this rock.
Between debates about the Margin unit, updates on recently published studies of the Jezero sedimentary fan sequence, and discussion of the newest rocks at Bright Angel, this team meeting was one of our most exciting yet. It also marked an important transition for the Mars 2020 science mission as we prepare to ascend the Jezero crater rim, leaving behind—at least for now—the rocks inside the crater. I can only imagine the interesting new discoveries we’ll make during the upcoming year, and I can’t wait to report back next summer!
Written by Katie Stack Morgan, Mars 2020 Deputy Project Scientist at NASA’s Jet Propulsion Laboratory
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Last Updated Aug 30, 2024 Related Terms
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By NASA
For every NASA astronaut who serves as a public face of human spaceflight, there are thousands of people working behind the scenes to make the agency’s missions a success. Even the smallest tasks impact NASA’s ability to explore and innovate for the benefit of humanity.
The team of administrative assistants and secretaries who work at the Johnson Space Center in Houston are acutely aware of this fact.
Whether they are coordinating meetings, arranging travel, or preparing materials and information for Johnson’s leaders, this team of over 90 individuals takes pride in providing critical support for the agency’s programs and managers. “We work hand-in-hand with management to get them where they need to go and ensure they have what they need to continue doing their important work,” said Carla Burnett, an executive assistant in the Center Director’s Office who is also the lead for all of Johnson’s administrative staff.
Carla Burnett participates in NASA’s celebration of the 60th anniversary of President John F. Kennedy’s historic Moon speech, held at Rice Stadium in Houston on Sept. 12, 2022. Image courtesy of Carla Burnett Burnett has turned her long-standing passion for administrative work into a 41-year career at Johnson. She was just a youngster when she started working in the Astronaut Office mailroom – an opportunity that came through her high school’s Office Education Program. “Being a meek and mild high school student, sitting there with the astronauts, going through all of their fan mail – I was in awe! It was an absolute honor,” she said. That experience and earning recognition as her high school’s Office Education Student of the Year confirmed for Burnett that administrative work was the right career path for her. She said that fidelity and perseverance launched her from the Astronaut Office mailroom to a position as a crew secretary for two space shuttle flights. “Being a servant and helping others is what I really love about administrative work,” she said.
Today, Burnett supports Johnson’s senior executives and serves as a central resource for the rest of the administrative team. “They are all very self-sufficient and work within their own organizations,” she explained, but she may coordinate team-wide meetings, celebrations, or trainings, and she is always available to help answer questions. “We work consistently as a cohesive team. We are knowledgeable and, may I add, exceptional at what we do because we do it for the benefit and success of our Johnson family, NASA, and a plethora of communities!”
Burnett’s dedication to service is reflected across the administrative team, as is a commitment to caring for others. Edwina Gaines, administrative assistant for the Extravehicular Activity and Human Surface Mobility Program, said that being an instrument of team success and the opportunity to build long-lasting friendships are the most rewarding parts of her job. “That connection to people is important,” she said. “It’s important for me to know who I’m supporting or working with.”
Edwina Gaines snaps a selfie during a professional development event for administrative professionals in 2023. Gaines joined the Johnson team as a contractor nearly 20 years ago thanks to an opportunity that arose from her volunteer work at church. A church partner, the Houston Area Urban League, was helping a NASA subcontractor fill a secretarial position through the Small Business Administration’s HUBZone Program. Gaines got the job.
Since then, she has supported four programs and two institutional organizations, getting to know several agency leaders quite well. Gaines said she paid attention to little details – like which managers preferred printed materials over presentations, how they organized their offices, and when they typically stopped for coffee or something to eat – and worked to stay one step ahead of them. She recalled one occasion when she realized a manager had not taken a break in five hours and brought her something to drink. “It’s about taking care of the people who are doing the mission. If you don’t take care of yourself, you can’t complete the mission,” she said.
Rick Pettis, the administrative officer for the Center Operations Directorate, appreciates being part of a great team. Pettis has worked at Johnson since 2014, when he retired from the U.S. Navy after 23 years. “I enjoy helping people with problem solving,” he said. “Every day there will be someone who calls me to ask, ‘How do I get this done?’”
Rick Pettis poses with a spacesuit display.Image courtesy of Rick Pettis The administrative team’s work involves other highlights, as well. “When I met my first astronaut, I was in awe,” said Dottie Workman, a secretary supporting Johnson’s External Relations Office. “I couldn’t believe that someone so important was walking around the campus just like everyone else. He was so nice – he shook my hand and took the time to talk to me.”
Workman has been a civil servant for 52 years and 29 of those have been spent at Johnson. “My career has taken me all over the United States and Germany,” she said. “When my son was in the military and stationed at Ft. Sam Houston in San Antonio he said, ‘Mom, why don’t you move to Texas?’ I didn’t have a good reason to say no, so here I am!”
Dottie Workman met J.J. Watt, former professional football player with the Houston Texans, during his visit to Johnson Space Center. Image courtesy of Dottie Workman. Outside of meeting and interacting with astronauts, Workman said being able to share NASA with her family and friends is her favorite part of working at Johnson. “It is always exciting to see their reaction,” she said.
Burnett is thankful for a united team that understands the value of their work. “I’m grateful to work with a group of professionals who know the significance of propelling today’s men and women into the next generation of deep space for years to come,” she said. “We are Artemis proud!”
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