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12 Management and Organizational Issues
Pages 86-90

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From page 86...
... 1 As the NASA orbital debris programs have grown, so also have the number of organizations that they support or depend on to obtain essential data, both national and international. This interdependency has created complex reporting lines as well as a need for integrated policy decisions.
From page 87...
... Other groups and individuals do not pursue peer-reviewed publication, or appear to misconstrue what is meant by peer review, perhaps because of a perceived lack of incentive or reward for following a rigorous publication process. As an example, the committee notes that only approximately 25 percent of the references cited as being instrumental to the development of the ORDEM2000 environment model were peer-reviewed prior to its launch; the remaining references were either other NASA publications or internal NASA documents or communications that are unavailable or difficult to access by those outside NASA.
From page 88...
... This was a valuable document that identified MMOD goals and proposed program developments. The committee has been unable to find, however, any formal MMOD strategic plan covering the period since 1991 to guide MMOD research priorities, budget allocations, and program developments.
From page 89...
... Noting budget realities within the plan might help focus its priorities. Regular cooperative and collaborative gatherings should be part of the strategic plan's execution, to provide opportunities both for NASA MMOD work to be regularly communicated to the aerospace community and for the research and model development to be peer reviewed and validated.
From page 90...
... Adop tion of a strategic plan of the sort envisioned by the committee would require evaluation and prioritization of these areas and activities, which include the following: 1. Perform radar cross-section calibrations using fragments from a large range of materials used in modern satellites and rocket bodies, as well as non-fragmentation debris.

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