Policy: Budget could send space science off in new directions at NASA.
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Biomedical subjects
Publications and source records attributed to A Lawler.
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A panel of eminent science and engineering administrators has delivered some stern advice to the National Research Council, the operating arm of the National Academy of Sciences, in a report on how the council does its business. The review concludes that the council takes too long to produce many of its reports, is not responsive enough to its sponsors, lacks clear lines of authority, and its staff is too often frustrated and stressed. To fix these problems, the panel urges the academy "to reduce unnecessary layers of approval," delegate more authority, appoint a chief management officer, and create "a service-oriented culture."
NASA's decision last week to send two rovers to Mars in 2003 is being hailed by researchers as affirming the agency's commitment to exploring the Red Planet. But once the applause dies down, cash-strapped space science managers will be forced to make tough decisions about how to shoulder the added $200 million cost of a second mission, starting with $96 million that must come out of NASA's 2001 budget.
Last week a hefty Russian module with living and working quarters for astronauts docked with the pieces of the international space station already in orbit, a critical step in creating a full-time orbiting laboratory. Meanwhile, NASA bureaucrats put the finishing touches on a realignment of the agency's struggling biology effort that should bolster fundamental research and allow scientists to make better use of the facility, scheduled to be completed in 2005. The two events raise the hopes of U.S. academic space life scientists that their discipline is at last on the ascent at NASA.
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This month, Boston University, which directs the Framingham Heart Study, a massive government effort begun in 1948 to monitor the cardiovascular health of more than 10,000 residents of this suburb of Boston, announced plans to form a bioinformatics company that will mine the data. The university will own 20% of Framingham Genomic Medicine Inc., which hopes to raise $21 million to begin modernizing the immense database and packaging it in a format that will be valuable to the pharmaceutical industry. The plan raises a host of difficult ethical issues, including patient privacy, academic conflicts of interest, and reciprocal value to the Framingham residents whose medical data will form the basis for the new enterprise.
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