COSPAR Strategic Action Plan

In memory of Tomaso Belloni, friend and colleague

I NTRODUCTION AND CONT EXT

On 22 and 23 March 2023, the President gathered a team of experienced COSPAR associates as well as external experts in Paris to explore a new strategy for COSPAR. Composed of 30+ Scientific Commission, Panel and Task Group Chairs, plus a few key experts and supporters of COSPAR, the team discussed the impact of the Strategic Action Plan (SAP) 2019-2023, critically surveyed Key Performance Indicators (KPIs) of COSPAR activities, and laid down the foundation for a new strategic plan, covering the period 2024-2028.

To address all aspects of the plan the team conducted parallel discussions in four thematic groups:

1. New missions for COSPAR (Chair: Catherine Césarsky – Rapporteur: Bernard Foing). The aim of this splinter group was to look at several strategic areas such as a space climate initiative, space weather, the new age of space exploration and astronomy, space environmental stewardship and associated aspects such as light pollution or space debris, and space ecosystems to increase COSPAR’s scope and reach.

2. COSPAR’s role in the international space sector (Chair: Athena Coustenis – Rapporteur: Wim Hermsen). The aim of the splinter group was to explore how COSPAR’s long-standing international network can support, bridge and rebuild international science cooperation and how COSPAR’s influence and impact within the international community can be improved.

3. The next generation (Chair: Rosa Doran – Rapporteur: Valentina Luchetti). The aim of this splinter group was to investigate a more efficient support structure for early career scientists and education within the space sector and how COSPAR can enhance the participation of students and young professionals in its conferences and activities, worldwide.

4. COSPAR’s future and sustainability (Chair: Ji Wu – Rapporteurs: KarlHeinz Glassmeier, Petra Rettberg and Iver Cairns). The group looked at aspects of COSPAR’s financial growth, its future development of activities and symposia and identified pathways to continue this growth in a sustainable manner.

The splinter groups met regularly in plenary sessions to discuss their findings. A final plenary session chaired by the COSPAR President brought together the discussions and conclusions from the thematic groups.

This report is the result of these discussions, highlighting the findings and recommendations from the strategic seminar. The seminar participants have reviewed the report prior to its discussion and approval by the COSPAR Bureau.

The COSPAR Strategic Plan 2024-2028 is a dynamic document, which directions and actions will evolve during the next five years, alongside the rapid developments in the space sector

T HE I MPACT OF SAP 2019 - 2023

In 2018, COSPAR organized a seminar in Carnon, France, to establish the basis of its first Strategic Action Plan 2019-2023. COSPAR later adopted the plan agreed in Carnon and the COSPAR Bureau, Officers, Executive Director and Secretariat set it in motion.

Dubbed “A Return to Prominence”, the SAP 2019-2023 consisted of 54 different action items, supported by the four main stakeholders of COSPAR – Members, Associates, Associated Supporters, and UNOOSA – and grouped under main themes, listed hereafter.

Membership

Events (attractiveness of Assemblies, gender equality, support to younger Associates)

Publications

Communication and influence

New industry partnerships

Formal role in OOSA (planetary protection, space weather, space debris)

Capacity building and developing space programs

The plan represented a major effort to address the main challenges that COSPAR was facing in a rapidly evolving context with many new space actors emerging on the scene. It further identified income and partnership opportunities under all these headings.

Out of the 54 actions of SAP 2019-2023, over 60% are now completed and 37% are ongoing, making the implementation of the plan a success, except for one action that we were unable to kick off as of today: that of better informing our national scientific institutions on the activities of COSPAR Associates in their countries, and related opportunities therefrom

Some of the focal points appearing under a theme or another, for instance the support to gender equality during the Scientific Assemblies or the search for industry partners, grew into stand-alone actions and efforts that have transformed COSPAR radically during the last 4 years.

The existence of SAP 2019-2023 and of strategic directions that COSPAR was not exploring previously enabled us to develop new approaches. This allowed us to secure new income, partnerships and recognition, for instance in terms of the contractual arrangements concerning our publications, our commitment to grow our audience and develop our communications – in particular through social media – or the search for new types of partnerships.

COSPAR’s social media presence was not developed when we launched SAP 2019-2023. Today, in line with the recommendations in the strategic plan, not a single week passes by without some significant COSPAR achievements, announcements, publications or posts that appear on LinkedIn, Twitter or Facebook. We feature our events, such as the recent Symposium in Singapore, in terms of pictures and movies on Instagram. Moreover, we advertise the activities of our Panels, Commissions and Officers through various short movies that complement our YouTube channel.

This new Strategic Plan 2024-2028, entitled “The Spirit of COSPAR”, has the potential to strengthen the first plan, implement new elements and bring COSPAR to new heights.

SWOT ANALYSIS : COSPAR TODAY

To prepare the discussions led during the strategic seminar in March 2023, the Secretariat drafted an analysis of COSPAR’s strengths, weaknesses, results and aspirations, together with the opportunities and threats it is facing today.

STRENGTHS

1. 65-year legacy of maintaining an open and neutral forum for space researchers to exchange freely on science, regardless of geopolitical differences

2. One-stop shop with the broadest scope of disciplines, in support to space scientists worldwide, decision-makers and the media

3. Truly unique position as the only world-wide space research organization

4. Growing network of Associates (ca. 12k)

5. World-wide network of committed volunteers serving as Officers

6. Many Panels have an authoritative or almost regulatory role on critical matters (PP, SW, debris, space mission planning)

7. Two scientific journals of growing impact

8. Several “behind-the-scene” roles, e.g. spacerelated ISO norms, COSPAR-ID, IRI

WEAKNESSES

1. COSPAR remains too much dependent on its Assemblies, also in terms of funding

2. Scientific Commissions have essentially no life between Assemblies

3. Assembly programs are too rigidly fixed long before the event, with a steadily increasing number of sessions

4. Symposia have too small attendance and have lacked diversifying their topics (50% Small-sats)

5. Symposia do not generate revenue

6. Lack of diversity and members in key spaceaccessing regions, e.g. Africa and Latin America

7. Several key European countries have left COSPAR: Belgium, Denmark, Norway, or never joined it (Ireland)

8. International Scientific Unions play a very limited role in our governance (and provide no membership-related revenue)

9. Industry financial support is still marginal OPPORTUNITIES

1. Panels are active in-between Assemblies and Symposia, with growing activities

2. COSPAR network, if properly mobilized, could play a critical role in terms of advising governments and decision-makers on science

3. Unique role vis-à-vis UNOOSA (Symposia, Working Groups) can be extended to other subjects, e.g. sustainable space exploration

4. Representation in CIR offer broad opportunities to diversify our portfolio (innovative technology, new approach to regulations, diversity) and secure stronger financial support

5. Develop system to allow tax incentivized donations to COSPAR

ASPIRATIONS

1. Gather and mobilize more early career scientists at events

2. Increase geographic diversity, in particular from emerging nations

3. Strengthen diversity and gender equity

4. Become the reference point on space science related queries by policy-makers, the media and the public

5. Serve as privileged entry point for unbiased scientific advice on space-related global challenges for regulatory authorities and international institutions

6. Establish a solid base for science-industry relationships and projects

7. Increase investment in synchronized communication (web, e-newsletter, bulletin, social media)

THREATS

1. Reduced attendance after pandemic

2. Historical role as convener of international meetings challenged, following the pandemic and use of online tools to alleviate travel-induced CO2 footprint

3. Several actors, although partner organizations, play a competing role, organizing space research sessions in their events

4. Several not necessarily coordinated existing Capacity Building Workshops programs, could play a competing role

5. External influence on COSPAR PP guidelines

RESULTS (KPIs)

1. Increased number of participants under 35 and more grants allocated

2. More proposals by countries to organize COSPAR events

3. Increased diversity achieved within COSPAR

4. COSPAR’s image becomes a reference (media, public, decision-makers)

5. Solid financial base (current and investment accounts) allowing low or non-dependence over one-off adverse events, such as Assembly cancellation, and added capacity to invest in grants and support to young scientists

6. Measurable requests by media and decisionmakers re: strong value of space science for society and the fight against climate change

7. New events and activities, white papers, roadmaps on space research and technology topics

During the seminar, attendees deliberated on the SWOT-AR analysis, using it to highlight areas that need substantial investment and effort within the new strategic plan. Critical aspects such as the raison d’être of COSPAR as “simply” a scientific event organizer in many different sub-disciplines were discussed. This role faces a challenge in the current landscape, populated by various organizations and stakeholder’s intent to share the scene and revolutionizing space exploration and its landscape. As such, space policy is evolving into another vital facet of our initiatives.

Likewise, supporting emerging space-faring nations and young scientists, aligning with the industry as a valued partner, and advocating for increased diversity, are areas where COSPAR's contribution is deemed imperative.

These considerations guided the discourse during the strategic seminar and shaped the strategic plan, which is now divided into four core pillars. These pillars, which align with the structure of the thematic groups, will be further detailed in the ensuing section.

T HE FOUR PI LLARS OF THE S TRATEGIC P LAN 2024 - 2028

The table on the next page outlines the primary sub-headings of the four pillars. Each sub-heading is elaborated upon in the following section, complete with related goals and recommendations.

Certain topics intersect these main sub-headings and are discussed independently in a subsequent section

NEW MISSIONS FOR COSPAR

•A Space Climate Initiative

•Space Weather

•A new age of space exploration and of astronomy

•Space environmental stewardship

•Education and outreach

ROLE IN THE INTERNATIONAL SPACE SECTOR

•Broaden role to encompass enabling technology, engineering and mission development

•Advise decision-makers through available network of experts

•IR Officer to develop and enhance relations with Members

•Diversify membership

•Develop new types of interdisciplinary or focussed events

NEXT GENERATION

•Intra-COSPAR network of PoCs and Ambassadors

•More support to early-career scientists (funds, training)

•New panel on Communication (or new position)

•Expand activity to universities

•Set up ad hoc training events/schools with teachers

•Roadmap on Space Education

SUSTAINABILITY & GROWTH

•Diversify event types

•More active role in defining topics for Symposia

•Set-up innovation ecosystems to facilitate exchanges between science and technology Associates

•Market studies for new journals and impact of Open Access

•Set-up Project Office and Development Board

NEW MISSIONS FOR COSPAR

A Space Climate Initiative

Space Weather

A new age of space exploration and astronomy

Space environmental stewardship

Space ecosystems (industry, policy, society)

Education and outreach

Topical Group 1 deliberated on the necessity, stakeholders and participation of existing COSPAR entities and external partners in supporting various main initiatives of the rapidly evolving space sector. These newly identified or continuing areas of involvement should be thoroughly discussed both within COSPAR’s community and with our partners.

A Space Climate Initiative

COSPAR obviously needs to mobilize its resources and means to contribute to this major challenge for humankind. The Earth itself is at stake but, beyond Earth sciences, the COSPAR entities concerned are the Scientific Commissions A and C, the Panels PSB, PEDAS, PRBEM, PSW, PPP, PCB, PE, POIS and PSSH, as well as the CIR.

At the organizational level, such a variety of potential input and resources would benefit from better internal coordination and pooling with other partners, hence the suggestion to set up a Task Group on Global Climate Change (TG2C2) to address these matters from the space research perspective. Externally, our links and partnerships with the UNCOPUOS, IAF, GEO, IPCC, EGU, AGU and AOGS could support this new engagement, addressing such issues as data sharing, constellation of small satellites to support larger science missions, science diplomacy, and capacity building.

COSPAR has already started to gain more visibility in this domain, through renewed participation in the GEO Program Board, the organization of a UNCOSPAR Symposium on “Space-based Earth Observation supporting Climate Action” during STSC60 in February 2023, or our participation to the IAF GLOC 2023 meeting in Oslo in May 2023.

Further action could be to use our constituency to define a space-related Earthobservation policy. This would require (a) new initiative(s) aimed at encouraging or informing decision-makers on the subject Another key aspect would be to encourage & support Capacity Building activities, to help create local expertise in underserved countries that could benefit from the application of space-based Earth observations, where such expertise is lacking. This would require new funds but also, critically, appropriate partners within those countries. The COSPAR effort would thus lead to developing local expertise in land or water resource applications, air quality, etc. Finally, COSPAR should play a leading role in bringing various relevant organizations together, e.g. by coordinating special conferences on this general topic, in collaboration with these organizations.

COSPAR could also organize a Grand Challenge, soliciting ideas for Carbon sequestration and emissions reduction, and securing prize funding from governmental organizations.

Space weather

Although the topic is not new, it represents an area of increased attention, political and economic focus by society, industry (in particular satellite operators), decision-makers and the science community. Our Memorandum of Understanding with UNCOPUOS covers planetary protection but also space weather activities. The United Nations have recently given us the mandate to set up a Working Group with WMO and ISES, to lead efforts improving global coordination of space weather activities in consultation and collaboration with other relevant actors and international organisations, including UNCOPUOS.

This led to the “WMO-ISES-COSPAR Coimbra Declaration”, providing a framework upon which to advance international partnership and achieve broader coordination between space weather actors. This framework identifies short and longer-term perspectives and activities, including collaborative pilot projects.

The PSW and the ISWAT constituency are also in the process of finalizing the update to the COSPAR roadmap on Space Weather, published in 2015, which should be ready by the summer of 2024. ISWAT was established by the international community to join forces, act beyond domain-focused communities and borders, and build a platform for effective self-organised collaborations addressing challenges across the field of space weather. PSW is the platform for ISWAT since its inception in 2018.

COSPAR also established a forum for some 50 appointed PSW members representing national/regional agencies, international bodies (UNCOPUOS, WMO, ISWI, ISES, SCOSTEP, IAGA, URSI), and major space weather research organizations worldwide. The updated roadmap will serve as our detailed action plan in that area.

We will organize a dedicated session during the next Scientific Assembly in Busan to highlight the outcome of the updated space weather roadmap and hold a panel discussion on its consequences, co-organized by PSW and Scientific Commissions C, D and E.

A new age of space exploration

Over 750 space exploration missions are anticipated in the next decade, or 3 times more than in the previous decade. The largest proportion of missions are dedicated to crew/cargo transportation missions in LEO, followed by lunar exploration. As private companies and government agencies are pushing the boundaries of what is possible, new technologies are developed, which can have applications on Earth as well as in space. The Artemis program, the International Lunar Research Station, future commercial space stations, and sample return missions are ambitious endeavours that require advanced technologies. We are witnessing increased participation from both emerging space countries and commercial space actors worldwide. Many policy studies indicate that the markets for deep space exploration and technology are poised for significant growth. Space exploration is a catalyst for innovation. The ambitious aims of both robotic and human space exploration necessitate, not only innovative technologies, but they often require multinational cooperation to harness worldwide expertise. Although nations are increasingly working together on space missions, national prestige and competition are important elements in the development of the new space exploration era. Space partnerships between industry, academia and research organizations are crucial to build innovation ecosystems that address the entire industrial value chain.

The new age of exploration emphasizes the evolving nature of space exploration, highlighting the importance of international partnerships and cutting-edge technology in expanding our capabilities and benefits derived from space. There is a significant focus on sustainable and cooperative efforts to advance humanity's presence in space. The current initiatives in space exploration spark a level of public interest The dynamic space exploration of our solar system will soon confront new challenges, scientific and technological, legal and regulatory, or even societal. This will require broad internal consultations within COSPAR, and with contributions from multiple COSPAR stakeholders, such as Scientific Commission B, E, F and G, Panels PEX, PPP, PEDAS, PIR, POIS, PSSH and CIR, as well as a variety of external partners: IAU, IAF, ISECG, I(X)EWG, UNCOPUOS.

Many COSPAR Scientific Commissions and Panels support the worldwide space exploration ecosystem. COSPAR must show leadership in the scientific understanding of future space science and exploration activities, keeping pace with the rapidly expanding space sector.

In support of this role, COSPAR must increase its scope and reach out to multiple stakeholders – leading and influencing the global space dialogue, where appropriate.

A new age of astronomy

The last few years have seen extraordinary advances in the understanding of the universe, its origin, its evolution, its structure, its components. The pace of discovery continues to accelerate, thanks to a combination of more and more sophisticated telescopes and instruments in ground and in space. High-energy (HE) astrophysics derives almost exclusively from observations of cosmic rays and of powerful photons, X rays, gamma rays, which are absorbed by the atmosphere and can only be observed from space.

COSPAR has always provided a forum for expert discussions on cosmic rays, gamma rays, X quasars, active nuclei, black holes of all sizes, supernovae, pulsars, gamma ray bursts, and will continue doing so. Present and future missions, such as Athena in X-rays, are certain to maintain the high standards of global research in HE astrophysics. There will be a powerful synergy with gravitational wave (GW) observatories, as the emitters often are in close relation or identity with high energy sources, as just depicted by the quasi simultaneous detection of GRB170817 and GW170817 by FERMI and Integral observatory from different space messengers.

In the future, detection from space of low frequency gravitational waves (e.g. with LISA) will allow to study directly the coalescence of massive black holes. This process plays an important role in the formation and evolution of galaxies and galaxy clusters. Detections of GWs, will complement the large body of work ongoing to unravel the details of the history of all structures of the universe, from planets and stars to galaxies and clusters of galaxies, to large scale structure. Many of the crucial observations fostering these advances are made from space, especially in the infrared, but also in the ultraviolet and optical, or with astrometric satellites such as Gaia.

Cosmology is another topic that has done great strides mainly because of space missions (WMAP, Planck) and will get more attention in COSPAR. Associated to it, fundamental physics comes to the center stage. Now the attention is or will be on studies of dark matter and dark energy, both from ground and from space, in particular with the recent start of operations of the Euclid telescope and the impending opening of the Rubin telescope on ground. Black hole and magnetar properties also will continue being a very active subject.

Thus, in this new age of astronomy, COSPAR will maintain its leadership as a forum for HE astrophysics, enhanced by GW astronomy. At the same time, it will open widely to a general understanding of the universe, made possible in a large part by space missions. It will highlight the synergies between ground and space observatories, e.g. ALMA and the James Webb telescope for galaxy evolution, or Euclid, Rubin, Roman and SKA for dark matter and dark energy investigations, Ligo-Virgo-Kagra, LISA and SKA for gravitational waves, etc. Finally, it will run sessions understandable for non-specialists on techniques for astronomical satellites and instrumentation.

There may be interest and opportunity for non-traditional sources of funding in this domain, e.g. by private foundations. COSPAR should play a leadership role, engaging those sources to channel and accelerate advances in this area.

Space environmental stewardship: a multi-stakeholder approach

Due to the dynamic space exploration sector, there is a growing need to establish more comprehensive regulations governing diverse activities. Following the signature of the series of bi-lateral Artemis Accords by most space-prone countries 1 , the renewed interest for lunar exploration and wish to utilize the Moon’s resources by a profusion of new actors can become a mandate for COSPAR to be a central point for leading the debate on related scientific issues, including social sciences and humanities. Matters such as allowing long-term sustainable exploration of space or preserving the Earth orbits (space debris) and night skies (light pollution) from the vastly increased number of private launches, will require adapting our approaches or inventing new ones, in partnership with public and private actors who were not necessarily involved in these discussions previously.

While critics of the emergence of new industrial actors challenge their right to utilize space, it is only fair to point out at this stage that most if not all of these companies have repeatedly indicated their willingness to act as good stewards of the environment in the solar system and have so far behaved accordingly.

For instance, IAU has successfully established a Working Group with industry to address and potentially remedy the problems of light pollution caused by the satellite constellation streaks. Consequently, IAU set up the Dark and Quiet Skies initiative and the Center for the Protection of Dark Skies (CPS). Satellite constellations in LEO below 600 km are visible for a few hours per night around astronomical twilight from observatories at middle latitudes, but they are in Earth’s shadow and invisible for several hours per night around local solar midnight, with some satellites visible during the transitions. This visibility pattern causes these constellations to most heavily impact twilight observers. Since these orbits are closer to Earth, satellites at these altitudes will be brighter than the same satellites would be at higher orbital altitudes. The reduced range makes them more likely

1 36 countries have signed the Artemis Accords as of February 2024

to exceed the unaided-eye brightness threshold if operators fail to design with this criterion in mind.

Satellites above 600 km are an even greater concern to astronomers because they include all the impacts mentioned above, but can also be illuminated all night long. Full-night illumination causes these high-altitude constellations to impact a larger set of astronomical programs. Large constellations of communication satellites also have a negative impact on radio-astronomy and millimeter and sub millimeter wave astronomy. It is clear that the implementation of these activities should be very cautiously monitored and appropriately regulated.

Since the regulation for the use of outer space leaves room to very broad legal interpretations, COSPAR has a key role to play in informing decision-makers about potential repercussions of this use. So far, this role essentially applies to planetary protection, i.e. biological contamination of celestial bodies. Today however, it is clear that other aspects need to be scientifically assessed. COSPAR’s role in setting planetary protection guidelines are indicative of our capacity to serve as the ideal forum to address matters of planetary environmental stewardship and space sustainability with our Scientific Commissions, Panels and Task Groups, at a scientific and societal level.

COSPAR already contributes to the UN’s Working Group on Long-Term Sustainability of Space Activities. We should continue to debate these issues internally and ensure we can properly influence the decisions.

Education and outreach

This group, as well as the other topical groups, have identified this theme as predominant for our future strategy. Education and outreach are therefore the subject of a separate pillar.

COSPAR’s ROLE WITHIN THE INTERNATIONAL SPACE SECTOR

Broaden role of international cooperation to encompass enabling technology, engineering and mission development

Advise decision-makers through our available network of experts

International Relations Officer to develop and enhance relations with Members

Diversify membership

Develop new types of interdisciplinary or focussed events and activities

Topical group 2 debated the issues above but also addressed matters not strictly focused on COSPAR’s role within the international space sector. The group thus offered suggestions for improving methods, visibility and relations with other learned societies, increasing participation in COSPAR events, and leading to more influence and impact.

Broaden role of international cooperation to encompass enabling technology, engineering and mission development

The events organized during the Scientific Assemblies focus almost entirely on science and seldom involve engineers. The suggestion is to add more attention to ideas for new and planned missions, including the required innovative technical developments at spacecraft and payload level. The aim is to attract also the engineering community who is crucial for the success of our science missions to the COSPAR meetings The influence and impact of the COSPAR events should then also increase.

One possible approach will be to focus on the interface between engineering and science, to enable a constructive dialogue. We should complement, rather than compete with, established organizations in this regard.

Along this line, the traditional round table of space agency leaders should be extended, possibly including representatives from industry, and promoting the space-related activities of other agencies and new partners.

Alternatively, industry members should be offered dedicated events during the Scientific Assemblies in which to present their own space activities.

Advise decision-makers through our available network of experts

For COSPAR to become the reference platform for advising decision makers, it is important to maintain and make available a database of COSPAR experts, its national members and Associates, along with related contact information and expertise, in full compliance with GDPR regulations. These fields do not exist within our database in an easily searchable format today. Naturally, there are limitations in that use for our broader constituency due to the EU’s General Data Protection Regulation (GDPR). Once properly configured, the database could be used upon request by the media or our national members.

Another aspect of this important role is to clarify the mechanism(s) by which COSPAR will be asked to provide such advice, e.g. to space agencies, governments, and public as well as private entities.

International Relations Officer to develop and enhance relations with members

There is a strong feeling that COSPAR should become more visible between Scientific Assemblies. Indeed, most COSPAR entities have very little “life” between biennial Assemblies. To achieve this the role of the National Committees should possibly be more prominent in terms of suggesting focussed events. An International Relations Officer in the COSPAR Secretariat could stimulate and enhance relations with national members and stimulate new activities, preferably involving young scientists in the organization of events.

Diversify membership

For COSPAR to increase the number of national members, we should look for broker opportunities in countries that are not yet active in space, in particular in Africa. To support this, a next COSPAR Symposium could proactively be held in Africa, e.g. on the topic ‘Water’, climate action or agricultural monitoring from space We note, however, that African countries are progressing very quickly in terms of gaining access to space through other more established agencies. The creation of the African Space Agency based in Cairo, Egypt, is a sign of that will to engage in space activities, and corresponding visits were scheduled in 2023.

We should encourage holding Symposia, Capacity Building Workshops or other dedicated events in African, Latin America or Asian countries, with the aim to offer support from COSPAR. Symposia topics have so far been decided in a bottom-up fashion, but it is certainly possible to suggest topics.

We should also dedicate a special effort in regaining the membership of several European countries that have left COSPAR, such as Belgium, Denmark, Norway or Portugal, and incite countries such as Ireland and Iceland to join.

Develop new types of interdisciplinary or focussed events and activities

The creation of a COSPAR series of monthly webinars could significantly increase visibility, exhibiting the expertise available in the COSPAR community and advancing networking within COSPAR Members and Associates.

COSPAR has significant overlaps in terms of research fields with other organizations such as EGU, the difference being that the COSPAR science is done in and from space. COSPAR can be the nucleus for all kind of interdisciplinary studies, by organizing special meetings, during and between Scientific Assemblies, promoting international collaboration and complementing the work of other organizations such as ISSI, and partnering with them. Possible topics include Human Health, Microgravity, or Astrobiology. We can also organize and co-sponsor more joint events with partner organizations.

The younger generation knows little about COSPAR, what it stands for, or the opportunities it can represent for them, such as networking or mentorship. They should be incentivized to organize events during and between Assemblies and Symposia. Following the example of the IAA organizing the Academy Day prior to the COSPAR Assemblies, COSPAR could organize a special day or half-day before the Assemblies and Symposia to present the organization, its structure and aims, and explain how they can participate in meetings and activities.

NEXT GENERATION

Intra-COSPAR network of PoCs and Ambassadors

More support to early-career scientists (funds, training)

New panel on Communication (or new position)

Expand activity to universities and set up ad hoc training events/schools with teachers

Roadmap on Space Education

Topical Group 3 discussed how expanding partnerships and creating new initiatives can strengthen the cooperation within COSPAR and provide more support to the next generation. A stronger engagement in communication, by creating a new Panel on Communication was highlighted, as well as initiating a roadmap for Education.

Intra-COSPAR network of PoCs and Ambassadors

Each Scientific Commission and Panel should appoint a Point of Contact (PoC) with the Panel on Education to bring the research being conducted and presented in their scientific sessions into the hands of educators and to foster awareness to the public in general. The COSPAR Panel on Education (PE) aims at being the platform where teachers and students can share and exchange information, organize webinars and network.

PE already trains teachers, but this currently only takes place during Symposia. The suggestion is to organize ad-hoc events to expand this practice beyond Symposia, turning these teachers into COSPAR Ambassadors with an appropriate support scheme, to be followed by the organization of local and regional workshops for educators.

More support to early-career scientists (funds, training)

Although every COSPAR Scientific Commission, Panel and Task Group works with young scientists, there is no single dedicated group that deals with early

career aspects across the board. COSPAR would benefit from a discussion on the way to address those questions and facilitate networking amongst young scientists in COSPAR (during and in-between events). This would benefit greatly from external input of organizations like SGAC.

This discussion should cover various subjects, such as mentoring or providing support and tutorials on how to write scientific papers or grant proposals.

At the same time, we should not neglect our support to mid-career colleagues. They have needs for opportunities and bring in more experience, meaning they have the potential to contribute in important ways to COSPAR. One obvious way to achieve this goal would be to empower these colleagues to mentor younger scientists through a mechanism created and supported by COSPAR.

New Panel on Communication (or new position)

COSPAR engages in many activities and generates a lot of information, but too little seems to be shared outside of Scientific Assemblies and Symposia. Internal and external communication should be improved. COSPAR could create a dedicated panel to deal with communication matters or this could be included in the remit of PE. COSPAR should also hire a Communication specialist, to supplement and reinforce the current arrangement, i.e. sub-contracting to a communications company and subscription to press agency and social media repositories. The PoCs would support the Communication Officer in these tasks. To support these new activities and positions, the Development Board (cf. section 4) will be critical in terms of securing corresponding resources.

Each Scientific Assembly has a “Latest News” session as well as a daily media briefing on attractive subjects. This could be reinforced with professional support and the organization of team building activities amongst Scientific Commission, Panel and Task Group Officers, for exchange of information and establishment of possible collaborations.

COSPAR could partner with local science and natural history museums, aiming at bringing COSPAR and its research to the public at large. Presenting this information in local/regional languages would be an asset, in particular for schools and teachers.

At the level of COSPAR publications, Associates should be incentivized to contribute with contents.

Expand activity to universities and set up ad hoc training events with teachers

As of today, PE only deals with school and high school students and teachers. This will be extended to universities, in particular by creating a third session organized by PE during events to include university students.

Along this line, COSPAR will organize summer and winter schools for educators and learners, and initiate a series of COSPAR webinars for school and university students. At the EU level, it is important to monitor the landscape in terms of opportunities to participate in ERASMUS+ proposals.

Roadmap on Space Education

COSPAR should envisage producing a White Paper or a Roadmap on Space Education (or Space exploration in education), with the aim of generating recommendations that could be used in school and university education, and their relevance as drivers for future STEM careers and creation of new business opportunities in the concerned countries. This roadmap would represent a very valuable contribution in this fast-growing area.

SUSTAINABILITY AND GROWTH

Diversify event types

More active role in defining topics for Symposia

Set-up innovation ecosystems to facilitate exchanges between science and technology Associates

Market studies for new journals and impact of Open Access

Set-up Project Office and Development Board

The space ecosystem is featuring rapid changes in recent and upcoming years. Private companies are entering the stage, at a rate not foreseeable decades ago when COSPAR was founded. Human impact on climate change demonstrates the strong coupling between human activities and our natural environment. This causes focusing research on problem solutions next to our interest on scientific exploration of space. Furthermore, the recent Covid-19 pandemic demonstrated the vulnerability of our social environments at large. It also initiated a strong learning curve on how to use modern means of communication to overcome some of the problems.

This requires COSPAR to enhance its adaptability to upcoming changes. Sustainability should be at the forefront of COSPAR's priorities. In this context, sustainability is not solely limited to the conservation of natural resources, but also encompasses the imperative for long-term development of COSPAR's structures, such as its Panels, Scientific Assemblies and Symposia, as well as the individuals involved in COSPAR activities. However, it is important to note that the overarching sustainability issue for COSPAR is the financial situation of the organization

Diversify event types

To increase the visibility as well as the financial situation the group intensively discussed the idea of annual COSPAR assemblies. However, the majority view on this possibility is rather critical, as such a major change would require additional and currently unavailable human resources.

Furthermore, it might be rather difficult to find suitable places for some 3,000 participants, as many national members might not be able to organize such a meeting.

The idea of the COSPAR symposia with up to 500 participants is already reflecting this situation and past discussions. We should therefore proceed with the current system, alternating assembly and symposium format. However, it is becoming clear that smaller, Symposium-sized meetings on more focussed topics (climate change, diversity, sustainable space exploration, etc.) appeal more and more to our constituency. Such meetings could be organized jointly with other organizations (e.g. IAU, IAF) and could even take place more frequently, depending on the offers made by national members.

More active role in defining topics for Symposia

Symposia allow smaller countries (national members) to participate in COSPAR’s activities and present their national space programs. Thus, national communities should continue to propose/suggest the topics for Symposia. However, COSPAR should take a more active, top-down role in defining symposia topics. There are certainly science topics overarching the subjects of the different COSPAR Scientific Commissions, Panels and Task Groups. Such structured symposia are highly recommended.

Set-up innovation ecosystems to facilitate exchanges between science and technology Associates

Private companies have entered the space stage, and many small-sized companies are active in the space business. Start-up activities are blossoming everywhere. Although the idea of COSPAR-supported incubators is appealing, our current possibilities are too limited to make a difference in that area. However, COSPAR has the potential of significantly supporting the innovation ecosystem by facilitating interaction between COSPAR Associates from all fields of technology and science.

Indeed, COSPAR is the Committee on Space Research, not just space science, and research implies technology and science. It is here where COSPAR differs from other complementary organizations such as the IAF or the IUGG, and we should therefore explore the related consequences and opportunities in more detail.

Market studies for new journals and impact of Open Access

The current financial income stemming from the COSPAR journals ASR and LSSR is very significant. The citation indices are rising due the very active group of Editors, but we must carefully monitor the foreseen impact of Open Access on our journals.

We should study whether the creation of additional journals would be suitable for the sustainable future of COSPAR. We need to perform a market study as a first step to ensure that a new journal would have market potential.

Set-up Project Office and Development Board

With so many new players, private companies and small research units such as universities emerging in the space ecosystem, COSPAR might be able to open up a project office to coordinate different players. For example, a single CubeSat might not have a significant scientific potential. However, ten satellites being operated in a coordinated manner would represent a potentially most valuable scientific tool. Any CubeSat fleet requires coordination and a joint Project Office. Although COSPAR’s possibilities in this direction remain limited, a coordination role might be a suitable way to foster a role for COSPAR in the developing space ecosystem. This needs to be discussed in more detail.

The question of possible sponsors is linked to the establishment of such a Project Office since new means, financial and in-kind, would need to come from additional external sources such as industry. This search should continue. The proposal by the Committee on Industry Relations (CIR) to establish a Development Board to secure such means, with support from CIR members, should also be explored in further detail.

C ROSS CUTTING ASPECTS

In addition to the main topical pillars covered in the preceding section, the seminar participants identified several areas that cut across all other subjects and require specific joint efforts, mobilizing all COSPAR Officers and Associates in a concerted manner across the Scientific Commissions, Panels and Task Groups.

Capacity Building has been a strong effort and involvement of COSPAR during the past 20 years to grow the application of space data in underserved areas. Although managed by a dedicated panel, the PCB, its activities lie at the intersection of several COSPAR entities and initiatives beyond PCB, e.g. PE or CIR, but potentially of all Scientific Commissions, Panels and Task Groups Adequately training the next generation of researchers, which is also a goal of the Education & Outreach crosscutting theme, is important for the development of STEM careers but also for building competencies and capacities in space emerging countries. Beyond the organization of workshops fulfilling that goal, COSPAR should therefore reinforce its activities in:

• Adequately tracking Capacity Building Workshops Alumni careers

• Supporting the possibility for students and early career scientists to work in their countries

• Developing professional tools to document and monitor job opportunities (boards, fairs) by using adapted platforms, e.g. SlackTM

• Organizing competitions (“Space Olympiads”) around small satellites or other Grand Challenges (e.g. “C sequestration and emission reduction”), with professional mentors to guide the teams during the (multi-year) project

• Increasing the annual budget for CBW

Education and Outreach are major crosscutting elements to bridge Commissions and Panels and increase our visibility. COSPAR needs to support more the aspects to help train and prepare the next generation of space researchers, improve their capacity to work in their home countries, and convince society and decision-makers about the vital importance of STEM careers to help the world face today’s challenges such as climate change and consequent action. COSPAR needs to engage with teachers and educators worldwide in support of these actions. Finally, a generation of space scientists involved in COSPAR activities is about to retire and we need to ensure that it is replaced by young committed individuals at every level of the organization.

Small Satellites have become accessible to scores of universities, laboratories and research centres without huge space capabilities. They represent a strong enabler for training the next generation of researchers and technologists, and for building inter-disciplinary dialogue and projects between Scientific Commissions, Panels and Task Groups. COSPAR is now engaged in concrete operational projects in that domain, borne out of the work done by TGCSS in the past 2 years. We need to bring it to the next level by ensuring that adequate support means are levied through various sources (agencies, industry), and are coordinated through a central Project Office. This Project Office must be set up to enable COSPAR to gain experience in operational matters such as managing hardware or dealing with export rules and licensing.

Coupling more science and industry (technology) is another key aspect that COSPAR must develop to better interface scientists and companies that are active in developing missions and innovative technological tools. The efforts of the past 2-3 years in creating a Committee on Industry Relations and a Panel on Innovative Solutions have borne fruit, with a network of 18 large and small aerospace companies involved in CIR, many individuals committed to working with POIS, and willing to discuss more concrete support to and engagement with COSPAR. The CIR strategic plan, discussed by those companies, is supporting the idea of implementing a Development Board that should help COSPAR identify additional sources of funding. A sponsorship scheme needs to develop and diversify depending on regional specificities and practices

OVERARCHING MATTERS

This section highlights aspects that COSPAR needs to undertake or develop further as an organization.

Continuity of SAP 2019-2023. Although 60% of the actions from the first strategic plan were completed, remaining action items are still ongoing and require sustained efforts. All topical groups reaffirmed the need to continue the ongoing strategy for continued excellence in activities conducted by COSPAR Scientific Commissions, Panels and Task Groups, in areas such as international collaboration, research projects, capacity building, and their foundational role for the whole COSPAR community.

The new strategy builds upon the foundations of the present plan.

Sustainable operations and events As every corporate or institutional entity, COSPAR needs to demonstrate its commitment to monitoring its environmental impact and reduce its emissions.

The space science community was one front-runner in the early 80s in terms of flagging the dangers of climate change and global warming. Space missions observing the Earth, although relying on launches with heavy carbon footprint, are critical components of supporting climate action, through the unique and massive data generated by Earth-observing satellites, modelling efforts, and associated theoretical and applied research.

COSPAR is also contributing to the goal of implementing a long-term sustainable space exploration policy, e.g. through our Scientific Commission B, PEDAS, PPP, PEX and PSSH. Space research contributes to a very large share of the United Nations’ Sustainable Development Goals, and this gives COSPAR a particular responsibility in terms of leading by example.

We should pledge to achieving environmentally sustainable events in the mid to long run, and demonstrate significant progress in that direction for the next upcoming Assemblies. We can explore various directions, including inception of efficient virtual participation components to all our events, observance of recommended good practices or existing certifications and standards (ISO), or the use of CO2 footprint simulation tools to help individual participants monitor their impact.

Local Organizing Committees should therefore be encouraged to set up and monitor such tools and best practices, including but not limited to encouraging recycling policy within the Assembly’s premises and strong eco-gestures by participants and organizing staff alike. Success in achieving some or all of these virtuous goals would also serve as a legacy for future such events, and encourage further improvement.

Resource development. The new challenges and objectives laid out in this second strategic plan call for an enhanced Secretariat able to cope with an increased portfolio of responsibilities, both in scope and variety of competencies. The Development Board (DB) proposed by the CIR or the Small Satellite Constellation Project Office (SSC-PO) offer tools to enable such growth in the staff that will be required to meet these challenges. COSPAR should also stand ready to invest part of its financial reserves in a measured and controlled manner to support these new developments, including on communication.

ACTIONS AND IMPLEMENT ATION

The following section presents the actions stemming from the Strategic Plan, organized by pillar and general aspects. It also identifies action holders for each action. A more detailed implementation plan should follow, complete with deadlines and the necessary means to accomplish these actions.

Pillar 1 – New Missions for COSPAR

P1.1. Set up a Task Group on Global Climate Change (TG2C2) and provide it with Terms of Reference, means to meet, liaisons within other groups of interest within and outside COSPAR, and a 5-year work plan. Identify Officers and members to support the task group’s goal and mission, building on unique expertise and perspective from Scientific Commissions A and C.

Action holders: SCA & C Officers, President, CSAC, Executive Director, Secretariat

P1.2. Explore collaboration perspectives on climate monitoring from space with partner organizations. Identify subjects of joint interest that warrant unique contributions from space, and not duplicating work done by other stakeholders. This can include defining a space-related Earth-observation policy to inform decision-makers on the subject, or supporting Capacity Building activities to help create local expertise in underserved countries that could benefit from the application of spacebased Earth observations.

Action holders: SCA & C Officers, President, CSAC, Executive Director

P1.3. COSPAR could organize a Grand Challenge, soliciting ideas for Carbon sequestration and emissions reduction, and securing prize funding from governmental organizations.

Action holders: Bureau, Scientific Commission A, CIR Chair and Members, Secretariat.

P1.4. Encourage submission and selection, and support Capacity Building Workshops in the Earth sciences domain.

Action holders: SCA & C Officers, PCB Chair, Secretariat

P1.5. Prepare template pitch on COSPAR contribution to climate monitoring from space to use during related meetings.

Action holders: SCA & C Officers, Executive Director

P1.6. Publish the updated Space Weather Roadmap in 2024

Action holders: PSW & ISWAT Officers, Secretariat

P1.7. Discuss and agree with WMO and ISES on a joint strategy and implementation plan.

Action holders: PSW Chair & Vice-Chair, Executive Director

P1.8. Bridge the gap between disciplines by running sessions during Scientific Assemblies that are understandable for non-specialists on techniques for astronomical satellites and instrumentation.

Action holders: SCE Officers, Programme Committee, Bureau

P1.9. COSPAR should play a leadership role engaging non-traditional sources of funding interested in the new age of space exploration and astronomy to further accelerate advances in that area.

Action holders: CIR Chair, Executive Director

P1.10. Develop an internal dialogue on the next steps in space exploration and use with the relevant COSPAR groups and appropriate external partners, as well as with other relevant organizations. Set up a proper consultation process with COSPAR Associates, leading to a White Paper or Roadmap.

Action holders: relevant SC and Panel Officers, President, CSAC, Executive Director

P1.11. Lobby UN-COPUOS and space agencies to extend COSPAR’s role on planetary protection to other aspects of sustainable space exploration. Revise existing MoU with UNCOPUOS accordingly.

Action holders: President, Executive Director, Bureau, UNOOSA, relevant Panel Chairs (PSW, PEDAS, PEX, PSSH)

Pillar 2 – COSPAR Role in the International Space Sector

P2.1. Issue special request to Associates, National Members and Space Agencies to relay COSPAR invitation to engineers from their laboratories and centres to attend Scientific Assemblies and Symposia, with dedicated presentations on mission and payload planning and associated technology development. Incentives for ensuring their participation should be elaborated. Assemblies MSOs should include in their program sessions enabling research for

payloads and/or platforms for future missions addressing the science of the topics of their events, thus bringing together scientists and engineers in the same events.

Action holders: Scientific Commission and Panel Chairs, MSOs/DOs, Executive Director, SRT Online Editors

P2.2. Task POIS Chair and members to propose a strategy for attracting more engineers and technologists into our Assemblies and Symposia.

Action holders: POIS Officers, Executive Director, Secretariat

P2.3. Study the possibility of organizing a round table of aerospace industries (CIR Members) during Scientific Assemblies and Symposia. In addition, CIR members could be offered the opportunity to present in dedicated events during Assemblies and Symposia their spacerelated activities and preparations for future space missions.

Action holders: CIR Chair, Executive Director

P2.4. Revise COSPAR database of Associates to enable search by updated scientific expertise. Ensure compliance with data protection rules (GDPR, “opt-in”) when communicating information on experts, following requests from external sources.

Action holders: Secretariat

P2.5. Clarify and approve the mechanism(s) by which COSPAR will be asked to provide expert advice to space agencies, governments, and public as well as private entities

Action holders: Secretariat, INGSA

P2.6. Assess cost and implications of hiring a communication specialist (see also P3.5) and IR Officer.

Action holder: Executive Director

P2.7. Launch consultation with governance and Associates on additional inter-disciplinary events and webinars. Assess cost and impact.

Action holder: Bureau, CSAC, Secretariat, Executive Director

P2.8. Increase membership recruitment campaign initiated in 2022. Secure existing leads (Iceland, Ireland, Philippines, Kuwait). Follow-up on efforts to regain membership from Belgium, Denmark, Norway, Portugal. Contact identified potential new members in Africa, Asia and

Latin America.

Action holder: Executive Director, Secretariat

Pillar 3 – Next Generation

P3.1. Each Scientific Commission and Panel should appoint a Point of Contact (PoC) to the Panel on Education.

Action holder: SC/P Chairs, Secretariat

P3.2. PE to expand training sessions for teachers at Assemblies to Symposia.

Action holders: PE Chair, Symposia Program Committees, Secretariat

P3.3. PE to create “COSPAR Ambassadors” scheme for teachers and support them by organizing local and regional workshops for educators.

Action holders: PE Chair, Secretariat

P3.4. PE to discuss with PoC and SGAC on how to improve support to early career scientists (grants, tutorials for writing articles, etc.) and facilitate their networking within COSPAR. Matters to be covered should include tutorials

Action holder: PE Chair, PE PoC, Secretariat, SGAC

P3.5. Study the possibility to create a dedicated panel on communications, enlarge PE’s remit to include communications aspects, or hire a dedicated Communications Officer, with support from PE PoCs (see also P2.5).

Action holders: PE, PE PoC, Executive Director, Bureau

P3.6. Organize team building activities with SC/P/TG Officers during Scientific Assemblies to facilitate exchange of information and initiate collaborations, to be discussed in CSAC.

Action holders: CSAC, PE Chair, Executive Director

P3.7. Expand “Latest News” session during Scientific Assemblies.

Action holders: PE, Executive Director, Secretariat

P3.8. Establish partnerships with local science and natural history museums during regional events. Study the possibility to produce related material for the public in local languages.

Action holders: PE, Executive Director, Secretariat

P3.9. Encourage and find innovative ways to incentivize Associates to contribute contents to COSPAR Publications.

Action holders: PE, CSAC, Secretariat

P3.10. Create PE.3 session during events to include university students.

Action holders: PE, LOCs, Secretariat

P3.11. Prepare plans and secure means to organize summer and winter schools for educators and learners, and initiate a series of COSPAR webinars for school and university students.

Action holders: PE, partner organizations (e.g. IAU), Secretariat

P3.12. Monitoring of ERASMUS+ opportunities where COSPAR could contribute to consortia.

Action holders: PE, Executive Director

P3.13. Launch Space Education Roadmap exercise.

Action holders: PE, Bureau, Executive Director

Pillar 4 – Sustainability and growth

P4.1. Diversify the type of events based on small, focussed, Symposiumsized meetings. Seek corresponding partnerships for joint events.

Action holder: Associated Supporters, Council, Bureau, CSAC, Executive Director, Secretariat

P4.2. Take a more active, top-down role in defining symposia topics through internal consultation

Action holders: CSAC, Associates, Secretariat

P4.3. Support the space innovation ecosystem by facilitating targeted interaction between COSPAR Associates from all fields of technology and science Explore consequences of the uniqueness of COSPAR in

this regard and related opportunities.

Action holders: CSAC, POIS, CIR, Executive Director

P4.4. Carry out a market study for potential new journals.

Action holders: Editors, Executive Director, Publisher

P4.5. Study implementation of Development Board and SSC-PO (see also CC.5, OM.3 and M.4).

Action holders: President, Executive Director, Finance Committee, CIR

P4.6. Monitoring of EU-funded or other opportunities where COSPAR could contribute to consortia and bids.

Action holders: President, Executive Director, PE Chair

Cross-cutting aspects

CC1. Develop means to better track Capacity Building Workshops Alumni careers (online surveys, CBW-generated questionnaires, dedicated apps, SlackTM channels)

Action holders: Executive Director, Secretariat, PCB, PCB-FPA

CC2. Developing professional tools to document and monitor job opportunities at local, national and regional levels (boards, fairs) by using adapted platforms, e.g. SlackTM. Empower CIR to create job fairs during COSPAR events.

Action holders: Executive Director, Secretariat, PCB, PCB-FPA, CIR

CC3. Develop plan (aims, partners and means) to organize competitions (“Space Olympiads”) around small satellites.

Action holders: Bureau/Angelopoulos, Executive Director, Secretariat, TGCSS, PCB

CC4. Increase the annual budget for CBW by 10-20%

Action holders: Executive Director, Finance Committee, Bureau, PCB

CC5. Identify a Project Manager to hire for the new SSC-PO (see also OM.4), with experience in operational matters such as managing hardware or dealing with export rules and licensing

Action holders: President, Executive Director, CIR Chair, TGCSS

CC6. Continue the development of a sponsorship scheme for Associated Supporters (industry and institutions). Search for new sponsors and donors.

Action holders: Executive Director, Finance Committee, CIR

Overarching matters

OM1. Continue and finalize SAP 2019-2023

Action holder: Executive Director, Secretariat

OM2. Establish action plan to achieve environmentally sustainable events in the mid to long run, while demonstrating significant progress in that direction for the next upcoming Assemblies

Action holders: Executive Director, LOCs, Secretariat

OM3. Secure means and define structure of the future Development Board proposed by the CIR.

Action holders: Executive Director, CIR, Finance Committee

OM4. Secure means and define structure of the future Small Satellite Constellation Project Office (SSC-PO).

Action holders: Executive Director, CIR, TGCSS and partner countries, Finance Committee

Glossary of acronyms

AGU American Geophysical Union

ALMA Atacama Large Millimeter/submillimeter Array

AOGS Asia Oceania Geosciences Society

CIR Committee on Industry Relations (COSPAR)

COSPAR Committee on Space Research

CPS Center for the Protection of Dark Skies (IAU, SKAO, NOIR Lab)

CSAC COSPAR Scientific Advisory Committee

DB Development Board (COSPAR)

DO Deputy Organizer (COSPAR Assemblies)

DQS Dark and Quiet Skies initiative

GEO Group on Earth Observations

EGU European Geosciences Union

ERASMUS EuRopean Action Scheme for the Mobility of University Students

EU European Union

GDPR General Data Protection Regulation (European Union)

GW Gravitational W ave

IAA International Academy of Astronautics

IAF International Astronautical Federation

IAU International Astronomical Union

ILEWG International Lunar Exploration Working Group

IMEWG International Mars Exploration Working Group

INGSA International Network for Government Science Advice

IPCC Intergovernmental Panel on Climate Change

ISECG International Space Exploration Coordination Group

ISES International Space Environment Service

KPI Key Performance Indicators

LOC Local Organizing Committee (COSPAR Assemblies)

MOU Memorandum of Understanding

MSO Main Scientific Organizer (COSPAR Assemblies)

NOIR Lab National Optical-Infrared Astronomy Research Laboratory (NSF)

NSF National Science Foundation (USA)

PCB Panel on Capacity Building (COSPAR)

PCB-FPA Panel on Capacity Building Fellowship Program and Alumni

PE Panel on Education (COSPAR)

PEDAS Panel on Potentially Environmentally Detrimental Activities in Space (COSPAR)

PEX Panel on Exploration (COSPAR)

PIR Panel on Interstellar Research (COSPAR)

PoC Point of Contact

POIS Panel on Innovative Solutions (COSPAR)

PP Planetary Protection

PPP Panel on Planetary Protection (COSPAR)

PRBEM Panel on Radiation Belt Environment Modeling (COSPAR)

PSB Panel on Technical Problems Related to Scientific Ballooning (COSPAR)

PSSH Panel on Social Sciences and Humanities (COSPAR)

PSW Panel on Space Weather (COSPAR)

SGAC Space Generation Advisory Council

SKAO Square Kilometre Array Observatory

SSC-PO Small Satellite Constellation Project Office (COSPAR)

STEM Science, Technology, Engineering and Mathematics

SWOT-AR Strengths, Weaknesses, Opportunities and Threats –Aspirations and Results

TG2C2 Task Group on Global Climate Change (COSPAR)

UNCOPUOS United Nations Committee for the Peaceful Use of Outer Space

UNOOSA United Nations Office for Outer Space Affairs

WMAP Wilkinson Microwave Anisotropy Probe

WMO World Meteorological Organization