More devastating political decisions would follow.
A 1969 task force was asked to come up with three long-range space options. These were: a manned Mars expedition; a space station in lunar orbit with a fifty-person Earth-orbiting station serviced by a reusable ferry, or the Space Shuttle, a vehicle designed to take off as a rocket and return to Earth by gliding home like an unpowered airplane.
President Nixon opted for the Space Shuttle.
On April 12, 1981, the shuttle’s first mission, STS-1, took off from NASA’s launch operations center, now renamed the Kennedy Space Center. For the next six and a half years, the STS Fleet would perform brilliantly as their crew conducted a wide variety of scientific and engineering experiments in space.
A Space Shuttle launch costs approximately $600 million dollars, yet this extraordinary price tag has little to do with the laws of physics or engineering. In simple terms, the business of space never had any cost constraints or competition, leaving the fox in charge of the henhouse.
As an example, Lockheed Martin, the largest aerospace contractor in the world, rarely accepted hardware contracts on a fixed-cost basis. Instead, they ‘suggested’ what a space vehicle might cost, then added 10 percent as a profit. Once contracted, a myriad of managers and planners are added, driving up the cost of the vehicle-along with Lockheed Martin’s profit.
Besides making space extraordinarily expensive, this tactic created an ‘old boy’ mentality that stagnated progress in space technology, resulting in no new U.S. launch systems in development. Instead, NASA continued to use an antiquated vehicle, armed with pre-Pentium electronics inferior to most video games, and fragile heat-dissipating tiles designed before breakthroughs in materials science.
Cost overruns and White House cuts would lead to even more serious negligence.
Following the Challenger and Columbia disasters, and the public’s realization that the development of the International Space Station held no scientific purpose, the Bush and Maller administrations forced a ‘reorganization’ of the space program, refocusing its strategies not on space exploration, but space missile defense systems reinforced by policies of fear. Six years and $120 billion later, the only major accomplishment of SDI was to jump-start the second Cold War.
And once again, the future of humanity stumbled.
What the space program lacked was vision and a clear set of goals. Landing probes on Mars was important only if it led to the colonization of the Red Planet in the foreseeable future. What the public really wanted was space tourism. What had happened to all the promises of the ‘Buck Rogers’ era? Space, like politics, had become the frontier of the elite, each mission becoming more prosaic. Tax-payers could care less what temperature aluminum oxidized in a vacuum; they wanted to be a part of the action. The Wright Brothers’ invention had led to the advent of commercial airlines. Space had led to the sale of personal computers.
When would John Q. Public be afforded the same opportunity to take his family into space?
The Russians would be the first to give space tourism a go, funding the Cosmopolis-XXI (C-21) space plane, a craft designed to be piggybacked atop an airplane and released at 56,000 feet. From there, the space plane’s solid-fuel rocket engine would propel it to an altitude of sixty miles for three minutes of weightlessness.
At $98,000 (or $540 per second) it was hardly a bargain, and the space plane was fraught with mechanical problems.
President Chaney’s ‘vision’ speech moments before Jacob Gabriel’s murder was turned into a rallying cry that recommitted the American public to the space program. Two months after the Gabriel twins’ death President Marion Rallo and a new team at NASA announced its Manned Mission to Mars Project (3-MP), an ambitious 143-billion-dollar project designed to establish a series of habitable hubs on the Red Planet’s surface by 2049.
Mars is the only other planet in our solar system endowed with the natural resources necessary for human civilization. Its soil possesses carbon, hydrogen, oxygen, and nitrogen, as well as water frozen as permafrost. Its atmosphere is dense enough to protect inhabitants from solar flares, its solar light ample for greenhouses.
The 3-MP’s mission was based on an exploration approach developed in 1990 by Robert Zubrin, then a senior engineer at Lockheed Martin. The key to the ‘Mars Direct’ plan was to travel as light as possible, with rotating crews establishing habitats that would allow them to live off the land. The soil on Mars would provide for food, water, materials, and rocket fuel.
By September of 2029, the ERV (Earth Return Vehicle), a new multistage rocket constructed using parts from already existing vessels, was sitting on its launchpad in Cape Canaveral, ready for takeoff.
Everything changed six weeks later, when the private sector officially stepped up to the plate.
Project HOPE (Humans for One Planet Earth) was conceived in 2016 by a group of former astronauts, design engineers, and rocket scientists who had left NASA years earlier because of the agency’s ‘good ole boy’ policies. Unlike other private rocket companies, they were not interested in launching satellites. HOPE was interested in space as public recreation.
The key to HOPE’s future was a design for a new space plane, one that could take off horizontally like a jet, rise to its maximum turbojet altitude, then use boosters to rocket the passenger vehicle into space. Once in orbit, the paying public would enjoy twelve hours of zero gravity and a lifetime of memories.
All HOPE needed was a major investor, one that could provide factories and the financial backing to launch the company.
Enter Lucien Mabus, CEO of Mabus Tech Industries.
Lucien had inherited MTI, but was bored with running his father’s company. What he needed was a challenge, something he could call his own.
At the urging of his intoxicating fiancee, Lilith, Mabus struck a partnership with HOPE’s directors. Fourteen months later Project HOPE went public, offering investors an opportunity to claim their stake in the future.
The response from the global market was mind-boggling. Opening at 22, the stock closed the first day of trading at 106. By week’s end it had split twice and was still soaring at $162 a share, making majority stockholder and HOPE’s CEO Lucien Mabus the world’s first trillionaire.
Attitudes in Washington changed overnight. Cape Canaveral Air Station, which controlled the barrier island and all launch facilities east of the Banana River, offered to move the Air Force’s Forty-fifth Space Wing in exchange for a long-term lease with HOPE. Lucien Mabus turned them down, preferring to erect a new complex in the city of Cocoa Beach at half the cost.
On December 15, 2029, HOPE’s first ‘space bus’ took off down its new fifteen-thousand-foot runway. On board were 120 passengers, including key stockholders, political dignitaries, a dozen members of the media, and a crew of twelve.
Nothing real or imagined could have prepared these civilians for the magic of space. The sixteen-hour flight was smooth, the service first-class (just eating in zero gravity an experience unto itself) and the view-well, the view was both spiritual and humbling.
Within two months, HOPE was shuttling four space buses a week at a cost of $100,000 per ticket. Even with its high price tag, there was still a fourteen-month wait.
By April of 2032, three more space buses had been added to the fleet, dropping ticket prices to $39,000. By 2033, over eight thousand people representing every nation had orbited the planet.
The residual impact upon humanity was profound. ‘One Planet-One People,’ became HOPE’s mantra. Many believed it was no coincidence that the last oppressive government fell to democracy during the space bus’s reign. Religious and racial tensions eased. The global economy boomed as technology raced to keep up with the exploitation of space, and the exploitation of space created new Earthbound technologies.