managements (e.g., design of large structures) during the planning phases of other space projects. — Interfacing with the power generating industry. — Participating in activities of appropriate international institutions. These activities must be coordinated so that they will support each other throughout the evolution of a space project. The participants should include government agencies, industrial organizations, and academic institutions. Such collaborative efforts have been successful in the development of several industry sectors, e.g., agriculture, aeronautics, and nuclear power. To achieve coordination, these participants must share information, including results that are of common interest (e.g., budget allocations) and project plans. Essential to the success of this “terracing” approach is an SPS R&D and planning effort by a group assembled for this purpose. The effort would include: — Assessment of economic, technical, regulatory, legal, and societal issues associated with the SPS. — Definition of technologies required for the SPS and their possible development as part of other space projects so as to increase the technology readiness for the SPS (e.g., space systems, including suitable launch vehicles, orbital construction bases, orbital transfer vehicles, and automated construction equipment). — Coordination in the use of technologies appropriate for space and energy projects. — Documentation of efforts to develop technologies for other space projects to that the information obtained, and experience gained can be integrated into the SPS R&D efforts and planning. The assumption underlying the “terracing” approach is that advanced technologies will be developed in support of existing or planned national and international space projects. For example, some of the technologies that will be required for the SPS are being developed for near-term space applications, including telecommunications, remote sensing, materials processing, and space transportation. Specific technologies are being identified for future applications such as a space station involving on-orbit power generation, food service systems, life support equipment, robotics, and data architecture and management. The successful implementation of this approach will require that public and private institutions be structured so that they can participate effectively in the development process. The SPS R&D planning group will be responsible for planning, concept development, and assessments, but not for implementation of the SPS, which will be the responsibility of a national or a multinational organization. This approach will be judged successful when technical uncertainties and risks in the SPS program are greatly reduced, the industrial infrastructure is established, and substantial information is available on the technical feasibility, economic viability, and social and environmental acceptability of the SPS designs to the decision makers. THE NEAR-TERM DECISIONS A decision that should be made soon is to proceed with the SPS R&D and planning program, with a limited commitment of funds. The SPS R&D group should be restricted to a specified role within an appropriate institutional framework to reduce the
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