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A partnership is an arrangement where entities and/or individuals agree to cooperate to advance their interests
Partnerships can present partners with special challenges. Levels of give-and-take, areas of responsibility, lines of authority, and overarching goals of the partnership must all be negotiated.
Historical Impediments to the NASA/Science Community Partnership
Many in the community were suspicious of competence and capabilities of NASA science counterparts
NASA approach (hands on) to managing science significantly differs from NSF (hands off)
Many viewed NASA as an engineering (not science) agency
NASA’s First Science Advocate James E. Webb “ In our pluralistic society, any major public undertaking requires a working consensus among diverse individuals, groups, and interests. A decision to do a large, complex job cannot simply be reached ‘at the top…’ ”
President Kennedy: “ Do you think this program (Apollo) is the top priority of the Agency?”
Webb: “ No sir I do not. I think it is one of the top priority programs, but I think it is very important here to recognize that…as you find how you could get beyond the Earth’s atmosphere and into space and make measurements, several scientific disciplines that are very powerful have begun to converge on this area….”
Initial Thinking 1965: Webb commissions a study by Norman F. Ramsey
Science program management should be transferred to a non-profit consortium of universities ( S pace T elescopes for A stronomical R esearch, Inc.)
Response : “…a strong STAR with a permanent staff of highly competent astronomers could become a strong competitor with universities, observatories, and NASA Centers…such a competition is not desirable from NASA’s or an academic viewpoint.” Homer Newell
NASA establishes an Astronomy Missions Board instead …. relations with science community sour
NASA HQ View of an Institute 1975 “… an institute could solve two problems; one pacify the ground based community, so that they’d be all the more supportive of the Space Telescope, and two, really provide an external advocate for a good operations program…” Noel Hinners