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Pages 17-19

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From page 17...
... Other aspects of the planned space infrastructure, such as orbital maneuvering and transfer vehicles, upper stages for deep-space missions, and tracking and data relay satellites should be carefully and continually evaluated in the context of both NASA's base program of science and applications missions and those special initiatives that are actually pursued. In short, the nation must avoid investing in unneeded capabilities while ensuring the availability of the capabilities required for mission success.
From page 18...
... Strengthen Headquarters Management Capabilities Although steps have been taken in recent years to address some of NASA's institutional problems, the agency has had great difficulty in attracting and retaining people of experience and capability into Washington for Headquarters positions, a situation due in part to competition with private industry, noncompetitive civil service salary levels, and restrictions on employment after leaving government. This has led to major weaknesses in program management, institutional management, and conduct of external affairs, all areas in which the Headquarters must be strong and competent to be effective in leading the centers and managing the affairs of the agency.
From page 19...
... Converting other NASA centers into government-owned, privately operated institutions would afford them a degree of autonomy similar to that of the Jet Propulsion Laboratory, Lincoln Laboratory, or the National Center for Atmospheric Research and would provide them flexibility to hire and retain outstanding people by offering more attractive salaries -- without increasing overall expenditures. However, any attempt at such conversion should be thoughtfully planned to ensure that commitments can be kept and research is not disrupted.

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