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<i>The need for commercialization<br /><br />There’s just one problem with this approach: the money’s not there. Shank made that clear in his presentation as he outlined the overall exploration roadmap. “We’ve run the numbers, the budget numbers, and we can’t afford this plan—we simply can’t—if we follow the business-as-usual approach.” He didn’t go into the specifics of what made this unaffordable, although he later indicated that the problems were in the out-years beyond 2010 when NASA had to fund continued operations of the ISS and the new CEV while developing a heavy-lift launch vehicle and other systems needed for a human return to the Moon.<br /><br />However, as Shank put it, “If there’s one thing about Mike Griffin that industry and stakeholders are learning about, it’s that he’s not a business-as-usual kind of guy… The NASA budget is only so much per year. It is just a matter of what it is you want to do with that money. So we, NASA, need to be smarter customers.”<br /><br />That opens the door for alternative approaches, including the purchase of commercial services. “NASA needs commercial ISS crew and cargo operations,” Shank said. “If we assume CEV was the only vehicle, in a business-as-usual conservative costing approach, that if we didn’t take a firm fixed-price approach towards our acquisition practices on how we’re going to provide ISS crew and cargo, we could not afford to move on to the Moon. Therefore, we need to take this ISS crew/cargo procurement very seriously.”<br /><br />That statement is the strongest yet about the role commercialization will play in the overall Vision, a position that has evolved even during the three months Griffin has been in the administrator’s office. In a speech at a Women in Aerospace event in Washington in early May, Griffin talked positively about commercialization but seemed reticent about using commercial services in the heart of the overall plan:</i><br /><br /> I cannot put public money at risk, depending on a commerc