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Exploration Systems Mission Directorate

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Title: Exploration Systems Mission Directorate


1
  • Exploration Systems Mission Directorate

Technology Transfer Partnerships
Program Industry Meeting
Jim Nehman Deputy AA Development Programs May 9,
2005
2
Agenda
  • 900 910 Welcome / Overview Jim Nehman
  • 910 1000 Technical Program
    Requirements Dr. Len Yarbrough
  • 1000 1030 Contract Overview Chris Stock
  • 1030 1100 Break
  • 1100 1200 Q A Panel Jim Nehman
  • Panel Members
  • Benjamin Neumann
  • Frank Schowengerdt
  • Leonard Yarbrough
  • Chris Stock
  • Guy Miller

3
Exploration Systems Development Programs
Nehmans Acq Bus to Hell
Development Programs / Program Executive Officer
(PEO) J. Nehman Deputy M. Borkowski
for Exploration Systems
Hubble Service Mission
Constellation Systems
Exploration Systems Research Technology
CEV
Advanced Space Technology
Human Health Performance
Advanced Systems Technology
Space Trans Systems
Technology Maturation
Life Support Habitation
Prometheus1 Jupiter Icy Moons Orbiter
Supporting Surface Systems
Innovative Partnerships
Human-Machine Integration
Supporting In-space Systems
Transition Programs
Capability Development
Research Technology Development
4
Innovative Partnerships Program
  • Mission
  • Create partnerships with industry, academia, and
    other government agencies to develop and transfer
    technology in support of NASAs Mission
    Directorates
  • Responsibilities
  • Oversee the technology transfer partnership
    programs (University and Industry led) and the
    SBIR / STTR programs
  • Goals
  • Reduce NASAs technology development life-cycle
    costs
  • Transfer technology in support of the agencys
    mission
  • Enhance NASAs mission technology capabilities

5
IPP Organizational Network
  • NASA Headquarters and 10 Field Centers
  • ESMD at Headquarters Policy direction
    management
  • Centers implement partnership agreements
    communicates with public
  • National Technology Transfer Center (NTTC)
    Wheeling, WV
  • Identifies and markets commercially promising
    discoveries
  • Builds partnerships to turn inventions into
    products
  • Regional Technology Transfer Centers (RTTC) 6
    Geographic Locations
  • Provides bridge between NASA industry for
    information services, technology needs ,
    commercialization services and technology
    marketing
  • Research Triangle Institute (RTI) Raleigh, NC
  • Identifies technology gaps, matches technology to
    needs assesses markets
  • State Affiliates Most States / Networked with
    RTTCs
  • Develops contacts with universities and companies
    in states regions
  • Increases visibility of technology transfer
    efforts

6
The NASA National Network
RTI
NTTC
6 RTTCs
10 NASA Field Offices
.
Glenn
NTTC
NASA HQ
Goddard Langley
RTI
Kennedy
Johnson
Marshall Stennis
The external agents are the links to industry
7
Transformation Objectives
  • Reform and streamline the Innovative Partnership
    National network
  • Network of external agents should be centrally
    managed by a single national contractor
  • NASA continues to provide overall policy guidance
    management oversight, but to a single national
    contractor
  • The single national contractor will
  • Perform market research
  • Provide a link to private industry and
    universities
  • Serve as a communication link between centers
  • Ensure awareness of ongoing technology transfer
    activities
  • Facilitate partnership deals
  • Contractor will operate under a performance-based
    contract
  • Quantity quality of partnerships generated
    (spin-in spin-out)
  • Innovations published
  • Technologies transferred to mission directorate
    projects
  • Linkages with state local economic development
    centers

8
  • Exploration Systems Mission Directorate

Technical Program Requirements
Leonard Yarbrough, Ph.D., PE Program Executive,
Technology Program Innovative Partnerships
Program Office May 9, 2005
9
Background
  • Technology Transfer objective included in the
    National Aeronautics and Space Act of 1958
  • To provide for the widest practicable and
    appropriate dissemination of information
    concerning its activities and results thereof.
  • Program integrated into ESMD in 2004 to help meet
    technical challenges (i.e., infuse technology
    from industry)
  • This added infusion as a major goal for the
    program

10
Some Issues
  • Regional distribution of network not fully
    effective in todays connected environment
  • Regional centers reporting to Field Centers did
    not create a national network for One NASA
    concept
  • Better use of resources needed

11
Mandated External Review
  • Independent, external review by the National
    Academy for Public Administration (NAPA)
    conducted in 2004
  • Eight recommendations for program improvement
  • Must reaffirm commitment to Technology Transfer
  • Location should be centralized within NASA
  • Mission Directorates responsible for Infusion
  • Centers responsible for Diffusion
  • Reformulate and streamline the national network
  • Improve Program Information Technology (IT)
  • Improve Intellectual Property (IP) Management
  • Establish forceful performance standards

12
Transformation Implementation
  • Centralized management of tech transfer content
  • Evaluation and identification of
    technologies/needs performed as One NASA for
    prioritization
  • Partnership strategies leveraged across all of
    NASA to benefit all mission directorates
  • Center leadership for technical and partnership
    management
  • Outreach support
  • Partnership negotiation
  • Centralized management of National Network
  • Affiliates leveraged for national outreach
  • Identify innovations to meet NASA needs (spin-in)
  • Realize benefits of NASA investment in
    Exploration (spin-out)

16
13
FY 2005 Program Content
  • 70 infusion partnerships to support NASAs
    mission directorates and the spiral development
    plan for the Space Vision
  • 50 spin-out partnerships
  • Collection of 1300 New Technology Reports
  • Anticipate 65 awarded patents
  • Maintain 48,000 available technologies for
    public access
  • Publish Innovations, Spin-out, and material for
    NASA Tech Briefs
  • Participate in 4 to 8 major events to promote
    NASA technologies and to provide awareness of
    NASA technology needs
  • Linkages with state and local economic
    development centers
  • Success Stories
  • The intent is to increase the above program
    content through Infusion, Spin-out, Outreach,
    Industry- and University-Led Partnerships,
    working in conjunction with the proposed
    contractor.

14
TTT ContractTechnical Program Requirements
15
Operational Strategies Tasks
  • Program / Contract Management
  • - Provide program guidance and oversight
  • - Leverage on state local entities and the
    Federal Laboratories
  • - Continually apply lessons learned seek
    improved processes and performance
  • - Provide an annual State of the Program
    assessment to NASA Management and key
    stake-holders
  • - Balance technology infusion (60 - 70)
    diffusion (30- 40)
  • - Maintain Improve the competencies of staff
    and agents through continuous training and
    development, Individual Performance Assessments
    and rotational assignments
  • IP Management
  • - Harvest, assess, protect share the
    intellectual property created through Agency
    sponsored research, development, engineering and
    operations
  • - Cluster NASA technologies to meet future
    needs and in support of the NASA missions

16
Operational Strategies Tasks, Contd
  • Infusion Spin-Out
  • - Develop partnership strategies that benefit
    agencys missions and support the nations
    economic engines
  • - Create industry and university led
    partnerships to provide future mission needed
    technologies and infra-structures
  • - Nurture innovative small businesses through
    the use of Angel and Venture capital, as well as
    through more conventional financial means
  • Outreach
  • - Promulgate information and knowledge of
    Agency needs and program accomplishments
  • - Provide collateral material that supports the
    partnership activities
  • IDIQ
  • - Address specialized requirements which cannot
    be otherwise fully determined or quantified

17
TTT Contract Work Breakdown Structure (WBS)
1.0 Innovative Partnerships Technology Transfer
Transformation Contract
1.5 Outreach
1.1 Program Management
1.4 Spin-Out
1.2 IP Management
1.3 Infusion
1.3.2 Industry-Led Partnerships
1.3.1 Center Initiated Partnerships
1.3.3 University-Led Partnerships
18
TTT Program Management Model
HQS IPP
The IPP Leadership Team
ARC DFRC GRC GSFC JPL JSC KSC LaRC
MSFC SSC
Coordination Execution
TTT Contractor Affiliates
19
HQ Program Office
  • SUPPORT FOR
  • Policy, Guidance Requirements Analyses
  • - POP Guidance
  • - Task Agreements
  • Leadership, Direction Strategic Planning
  • - Partnership strategies, prioritization and
    focus
  • - Outreach strategies, prioritization and focus
  • Budget Formulation, Advocacy Allocation
  • Program Oversight, Performance Review
    Compliance
  • - Periodic Reporting
  • - Quarterly Program Reviews
  • - Data Quality Audits

20
Field Centers
  • SUPPORT FOR
  • Leadership, Direction Tactical Planning
  • Center Operations Budget Formulation, Advocacy
    Allocation
  • Center Program Oversight Management
  • Technical Competency in support of partnering
  • Center Technology Needs Collection Assessment
    for Infusion
  • Center Diffusion and Outreach
  • Partners with Mission Directorate POCs

21
Work Package Process
22
Spin-Out and Spin-In
Abandon
Content Management
Develop Partnership Strategy
Evaluate Techs/Needs
Protect IP (as appropriate)
Combine Similar Techs/Needs
ID Needs/Techs
Passive Outreach
Develop Outreach Strategy/Materials
Compile/Distribute Materials (to Centers and
Affiliates)
Partnership/License Opportunities Identified
Active Outreach
Activity Management
Negotiate Agreements
HQ/Centralized efforts TTT Contractor
23
A Functional Partnership
Understanding the Technology Needs of the NASA
missions and the Commercial Sectors
NASA Technical Expertise
Technology
Expertise
Serving the Nations Economy
24
  • Exploration Systems Mission Directorate

TTT Contract Overview
Christopher Stock TTT Contracting
Officer Contracting Division May 9, 2005
25
TTT Procurement Information
  • TTT Procurement Schedule
  • Draft SOW posted on NAIS May 2, 2005
  • Draft RFP posted on NAIS Mid May
  • Final RFP posted on NAIS Early June
  • Proposals due Mid July
  • Past Performance due Late June
  • Contract Award Late November
  • Phase-in begins January 2006

26
TTT Procurement Information
  • BACKGROUND
  • 8 current contracts
  • 6 RTTCs Currently separate contracts that
    cover different regions of the United States
  • NTTC
  • Research Triangle Institute (RTI)
  • TTT contractor responsible for above contract
    scope in addition to
  • Increased focus on Infusion
  • Adds Outreach as a requirement

27
TTT Procurement Information
  • TRANSITION
  • Phase-in
  • Coordination required between TTT contractor and
    8 existing contractors
  • Requires transition among TTT contract
    responsibilities and existing contractors
  • Mid-Atlantic, Southeast, Northeast and RTI
    contracts will be phased out during the TTT
    contract performance period
  • Dates specified in upcoming draft RFP

28
TTT Procurement Information
  • CONTRACT STRUCTURE
  • Full and Open Competition
  • Cost Reimbursement Plus Award Fee / Award Term w/
    IDIQ Task Orders
  • Offerors encouraged to provide feedback on
    structure
  • 5 - 10 year total effort contemplated
  • 2 year base with one year options

29
TTT Procurement Information
  • EVALUATION FACTORS
  • Mission Suitability
  • Technical Approach
  • Technical Expertise
  • Innovative Ideas
  • Management Approach
  • Phase-in Plan
  • Staffing Approach
  • Small Disadvantaged Business (SDB) Participation
  • Extent of SDB participation
  • Affiliates
  • Safety and Health
  • Risk will be reviewed in all the above areas

30
TTT Procurement Information
  • EVALUATION FACTORS
  • Cost / Price
  • Most Probable Cost Analysis
  • Cost Realism Analysis
  • Confidence Level
  • Past Performance
  • Relevance
  • Performance
  • Evidence of willingness to adapt innovate
  • Knowledge of the Commercial/Industrial Business
    Sectors
  • Evidence of ability to seamlessly integrate with
    the NASA team

31
TTT Procurement Information
  • SOURCE SELECTION APPROACH
  • FAR Part 15 procedures will be strictly followed
  • Selection based on Best Value where
  • Mission Suitability, Cost/Price, and Past
    Performance are of equal importance
  • Evaluation factors other than Cost/Price, when
    combined are significantly more important than
    Cost/Price
  • Objective is Award without discussions
  • Early submittal of Past Performance Information
  • References will be contacted
  • Information must be accurate and complete

32
TTT Procurement Information
  • ASSOCIATE CONTRACTORS
  • TTT contractor will be required to interact with
    Associate Contractors
  • - Information Technology Support Contractors
  • - Local Center Support Contractors
  • Cooperative relationships
  • NASA Technology Tracking System (NTTS)
  • Stores NASAs Intellectual Property
  • Provides metrics and reports
  • Integrated Collaborative Environment (ICE)
  • Primary mechanism for sharing, reporting,
    collecting, recording, and accessing program
    information between NASA, the TTT Contractor,
    major/critical Sub-Contractors, and authorized
    Government personnel connected with the program
  • Information Systems Management plan required to
    show interaction with Associate Contractors

33
TTT Procurement Information
  • CONFLICT OF INTEREST
  • Contractor shall ensure that a firewall is
    maintained within their company between personnel
    assigned to this contract and other personnel who
    have established prior relationships with this
    contracts potential partners and clients
  • If a conflict of interest develops, immediately
    notify the COTR with a mitigation plan

34
TTT Procurement Information
  • NAICS 541990 Size Standard 6 million
  • Small Business Subcontracting goal percentages as
    follows
  • Total Small Business subcontracts 20
  • Small Disadvantaged Business 6
  • Woman-owned Small Business 4
  • HUBzone 1
  • Small Disadvantaged Veteran Owned Business 1
  • Historically Black Colleges Universities 2
  • Note Remaining 6 is non-specific small
    business
  • Background checks for onsite and IT systems
    access
  • Homeland Security Presidential Directive (HSPD)
    and National Agency Check Inquiries (NACI)
  • Government Property
  • None anticipated

35
Break
36
TTT Questions Answers
  • NASA Q A Panel Moderator Jim Nehman
  • Benjy Neumann
  • Frank Schowengerdt
  • Guy Miller
  • Leonard Yarbrough
  • Christopher Stock
  • Please use a floor microphone to ask your
    question (s)
  • State your name and company
  • Q A are being recorded and will be posted
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