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Review of NASA's Earth Science Enterprise Applications Program Plan (2002) / Chapter Skim
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2 General Findings and Recommendations
Pages 5-7

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From page 5...
... The current ([raft of the Applications Plan lacks sufi icient language regarding how the NASA applications strategy will build on past approaches and projects, even as the Applications Plan retains a forwar(l-Iooking agenda that remains its primary focus. The Applications Plan should address NASA's ongoing commitment to providing data, models, and infrastructure support for operational solutions needed to attain the 2010 goals.
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From page 6...
... The accomplishment of coals as outlined in Tile 1 of the O ~ ~ , document will depend on other federal agency action as much as action by NASA; more details are needed regarding how partner participation is ensured, how it is measured, and how to create "buy-in." Finally, while the Applications Plan cites partnerships that relate almost exclusively to federal partners, the committee could not determine whether NASA also contemplates primary partnerships with non-federal partners or whether those partnerships will be only or mainly derivative. The committee believes that NASA should recruit partners using open announcements in an effort to expand the pool of partners.
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From page 7...
... A number of concepts could benefit from further development and explanation. Among the needed improvements are a stronger opening statement as to why the strategy is necessary and why this particular strategy is the best approach; an explanation of how the plan reflects consultation with non-NASA stakeholders; a more specific identification of who the program is for and how it is to be accomplished, including the role of Earth Science information Partners Regional Earth Science Applications Centers, and others; a greater distinction between the general mission of ESE and the more specific mission of the ESE Applications Program; a specific rationale for conveying a 10-year commitment for the strategy; clarification as to whether the strategy employs a "push" or "pull" (or "driver vs.
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  • providing data
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  • past approaches
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  • plan cites
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  • demonstrate linkages
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  • fundamental weaknesses
  • applications centers


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