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NASA Innovative Partnerships Program IPP

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August 2007. National Aeronautics and Space Act of 1958, as amended. Obliges NASA to: ... FY 2007 Field Center proposal deadline to HQ IPP August 10, 2007. ... – PowerPoint PPT presentation

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Title: NASA Innovative Partnerships Program IPP


1
(No Transcript)
2
NASA Innovative Partnerships Program (IPP)
  • Jack Yadvish
  • Deputy Director, Innovative Partnerships Program
  • August 2007

3
National Aeronautics and Space Act of 1958, as
amended
National Aeronautics and Space Act of 1958
  • Obliges NASA to
  • Protect the governments rights in NASA
    inventions to which it has title.
  • Provide widest practicable dissemination of
    information concerning results of NASAs
    activities.

4
NASA 2006 Strategic Plan
  • Facilitate innovative technology partnerships
    with the U.S. private sector, and leverage
    private sector resources to produce technologies
    needed for NASA missions.
  • development of portions of NASAs technology and
    capability portfolio by partnering with
    innovators in the commercial, academic, and other
    external sectors…(to include) non-traditional
    service providers to NASA.
  • Pursue partnerships with the emerging commercial
    space sector to support NASAs missions.

5
Agency Organization
6
IPP Mission Statement
  • To provide technology alternatives for Mission
    Directorates, Programs, and Projects through
    investments and technology partnerships with
    industry, academia, government agencies and
    national laboratories.
  • Fill in gaps in Mission Directorate technology
    portfolios.
  • To facilitate protection of the Governments
    rights in its inventions, as required by statute.
  • To transfer out technology to which NASA has
    title for commercial application and other
    benefits to the Nation, as required by statute.

7
IPP Role
  • Given the Current Environment
  • Technology investments continue to get squeezed.
  • SBIR/STTR being one of the larger sources of
    technology development funding in the Agency.
  • IPPs Role
  • Facilitator and Catalyst.
  • Bringing parties together, both inside and
    outside the agency.
  • A Change Agent to create new opportunities
    through partnering.

8
IPP Objectives
  • IPP Objectives
  • Meet Congressional technology transfer mandates.
  • Achieve technology infusion into
  • Flight programs and projects.
  • Ground or test systems.
  • Investment Portfolio Approach
  • Ensure alignment and integration with Mission
    Directorate priorities.
  • IPP Investments should be complementary with
    technologies being pursued by
  • Other IPP investments and partnerships.
  • Mission Directorate programs and projects.
  • Field Centers.
  • Prime contractors.
  • Other agency SBIR/STTR investments.

9
IPP Strategic Approach
  • Establish close working relationships with
  • HQ Mission Directorates.
  • Field Center program and project managers.
  • Field Center technologists.
  • Embed IPP personnel in Field Center engineering
    and technology line organizations.
  • IPP Chief Technologist meetings with Mission
    Directorate POCs weekly/daily top management
    meetings quarterly.
  • Strategic Use of NASA intellectual property.
  • Likelihood of commercial application.
  • Potential for triggering technology development
    partnering.

10
IPP Strategic Approach (contd)
  • Central contractor (Systems Planning Corporation)
    to locate partnering and license opportunities.
  • Primary purpose is to engage industry and bring
    in business.
  • Utilize Field Center technologists to identify
    and bring in partners licensees.
  • Structure SBIR/STTR Solicitation such that
    SBIR/STTR investments complement Mission
    Directorates technology investments.
  • Active Mission Directorate participation in
    solicitation process.
  • SBIR Technology Infusion Manager at every Field
    Center.

11
Strategic Approach (contd)
  • Build and track relationships dont just do
    deals.
  • Establish an alliance manager on the IPP side at
    the Field Center level.
  • Alliance manager must mobilize the Field Center
    to support the particular partnership.
  • Establish Technology Days/Industry Days at Field
    Centers
  • Matching of technologies with technology
    interests.
  • Remain mindful of key sensitivities of the
    private sector timeliness of performance,
    flexibility, reliability as a partner.
  • We invite suggestions.

12
Innovative Partnerships Program Office
IPP Offices at each of NASAs Field Centers
ARC
DFRC
GRC
GSFC
JPL
JSC
KSC
LaRC
MSFC
SSC
13
SBIR/STTR
  • PHASE I
  • Feasibility study
  • 100K award (SBIR/STTR) approx. 250 - 300 SBIR
    awards.
  • 6 months duration (SBIR) 12 months duration
    (STTR)
  • Systematic process of working with Mission
    Directorates to identify technology needs and
    make selections.
  • PHASE II
  • Technology Development
  • 2-Year Award
  • 750K (SBIR/STTR) approx. 140 SBIR awards.
  • Systematic process of working with Mission
    Directorates to identify technology needs and
    make selections.
  • PHASE III
  • Technology Infusion/Commercialization Stage
  • Use of non-SBIR Funds
  • Ability to award sole-source contracts without
    JOFOC based on specific SBIR authority NASA and
    NASA primes.


14
IPP Investment Seed Fund
  • Cost-shared, joint technology development
    partnerships one-year projects.
  • Annual HQ call to Field Centers for proposals.
  • Proposals targeted to technology priorities of
    all four NASA Mission Directorates maximum of 8
    from each Field Center submitted to HQ.
  • Partner Entities
  • Partnership Manager (Field Center IPP Office)
  • NASA Program or Project Office
  • One or more external entities (private sector,
    academia, government lab).
  • Selection Criteria
  • Relevance and value to NASA Mission
    Directorates.
  • Scientific/technical merit and feasibility.
  • Leveraging of resources.

15
IPP Investment Seed Fund (contd)
  • Final Evaluation
  • Mission Directorate experts.
  • Final Selection HQ IPP Office.
  • FY 2006 Results
  • 76 proposals submitted to HQ by Field Centers 29
    proposals selected.
  • 6.6M IPP funds.
  • 7.5M Field Center funds.
  • 14.2M in cash in-kind contributed by external
    partners.
  • FY 2007 Field Center proposal deadline to HQ IPP
    August 10, 2007.
  • Next call for proposals is May 2008.

16
Seed Fund TRL Advancement
17
Innovative Partnerships Program Office
IPP Offices at each of NASAs Field Centers
ARC
DFRC
GRC
GSFC
JPL
JSC
KSC
LaRC
MSFC
SSC
18
Centennial Challenges
  • Prize contests to stimulate innovation in NASA
    mission areas.
  • Awards based on demonstrated technologies instead
    of proposals technology demonstrations must meet
    several well-defined parameters.
  • IPP works with Mission Directorates to identify
    targeted technology areas for prize awards.
  • 10.9 million in prize purses for the seven
    current and fully-funded prize competitions have
    been obligated.
  • Future funding in FY 2008 budget request is 4
    million per year, from FY 2008 through FY 2012
    available for new prize competitions.

19
Commercial Space
  • One of NASAs strategic goals is to encourage
    appropriate partnerships with the emerging
    commercial space sector.
  • IPP tasked to demonstrate the purchase of
    services from the emerging commercial space
    sector for parabolic aircraft flight and
    suborbital flight.
  • Those services to be used for microgravity
    research, technology development and training.
  • IPP will provide funding for purchase of
    parabolic and suborbital flight services to
    support NASAs research and technology needs.
  • IPP will seek partnerships and partner leveraging
    of IPP funds.
  • IPP is currently working with Glenn Research
    Center (GRC), who is preparing a solicitation to
    establish an IDIQ contract for parabolic aircraft
    services as a first step.

20
Innovation Transfusion
  • Assignment of NASA personnel to innovative
    external organizations. to experience innovative
    practices first hand.
  • Regular visits to innovative external
    organizations to exchange ideas and practices in
    particular areas of innovation with strategic
    interest to NASA.

21
Innovative Partnerships Program Office
IPP Offices at each of NASAs Field Centers
ARC
DFRC
GRC
GSFC
JPL
JSC
KSC
LaRC
MSFC
SSC
22
Partnership Development
  • Technology Transfer Out
  • Intellectual Property Management.
  • Licensing.
  • Technology Transfer In

23
NASA eNTRe
24
Tech Briefs Magazine
  • Tech Briefs magazine, which is read by over
    500,000 technology experts, monthly.
  • Soon, Tech Briefs will also be used to feature
    some of NASAs current and future technology
    challenges in an effort to reach out to
    technologists who may have ideas or technologies
    available that can address those challenges.

25
Spinoff Magazine
  • Since 1976 Spinoff Magazine has been an annual
    NASA publication featuring successfully
    commercialized NASA technology.
  • Features a broad spectrum of NASA technologies
    having relevance to a broad range of industrial
    sectors.
  • Health and medicine, industry, consumer goods,
    transportation, public health, computer
    technology, and environmental resources.
  • Annually features 40 to 50 successfully
    transferred NASA technologies.

26
Center IPP Field Center Officers
Center Name Email Phone ARC Lisa
Lockyer Lisa.L.Lockyer_at_nasa.gov (650)
604-3009 DFRC Gregory Poteat
greg.poteat_at_dfrc.nasa.gov (661) 276-3872 GRC
Kathy Needham Kathleen.K.Needham_at_nasa.gov
(216) 433-2802 GSFC Nona Cheeks
Nona.K.Cheeks_at_nasa.gov (301) 286-8504 JPL Ken
Wolfenbarger james.k.wolfenbarger_at_nasa.gov
(818) 354-3821 JSC Michele Brekke
michele.a.brekke_at_nasa.gov (281) 483-4614 KSC
Dave Makufka David.R.Makufka_at_nasa.gov (321)
867-6227 LaRC Marty Waszak m.r.waszak_at_nasa.gov
(757) 864-4015 MSFC Jim Dowdy
Jim.Dowdy_at_nasa.gov (256) 544-7604 SSC Ramona
Travis Ramona.E.Travis_at_nasa.gov (228)
688-1660 IPP Website http//www.ipp.nasa.gov/
27
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