Exploration Systems Mission Directorate

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Exploration Systems Mission Directorate

Technology Transfer Partnerships Program

Industry Meeting

Jim Nehman Deputy AADevelopment ProgramsMay 9, 2005

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Agenda

9:00 – 9:10 Welcome / Overview Jim Nehman

9:10 – 10:00 Technical Program Requirements Dr. Len Yarbrough

10:00 – 10:30 Contract Overview Chris Stock

10:30 – 11:00 Break

11:00 – 12:00 Q & A Panel Jim Nehman

Panel Members: Benjamin Neumann Frank Schowengerdt Leonard Yarbrough Chris Stock Guy Miller

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Exploration Systems Development Programs

for Exploration SystemsDevelopment Programs /

Program Executive Officer (PEO)J. Nehman

Deputy: M. Borkowski

Nehman’s AcqBus to Hell

HubbleService Mission

ConstellationSystems

Capability Development

Research &Technology Development

Prometheus Nuclear Systems &

Technology

Exploration SystemsResearch & Technology

Human Systems Research &Technology

Supporting In-space Systems

CEV

Space Trans Systems

Supporting Surface Systems

TransitionPrograms

Advanced Systems & Technology

Prometheus1: Jupiter Icy Moons Orbiter

Advanced SpaceTechnology

TechnologyMaturation

InnovativePartnerships

Human Health& Performance

Life Support& Habitation

Human-MachineIntegration

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Innovative Partnerships Program

Mission Create partnerships with industry, academia, and other

government agencies to develop and transfer technology in support of NASA’s Mission Directorates

Responsibilities Oversee the technology transfer partnership programs

(University and Industry led) and the SBIR / STTR programs

Goals Reduce NASA’s technology development life-cycle costs

Transfer technology in support of the agency’s mission

Enhance NASA’s mission technology capabilities

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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

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The NASA National Network

NTTC

NTTCNASA HQ

10 NASA Field Offices

GoddardLangley

Kennedy

MarshallStennis

Johnson

Glenn

Ames Dryden

Jet Propulsion Lab

6 RTTCs

Mid-AtlanticSoutheast

Northeast

Mid-Continent

Midwest

Far West

.

The external agents are the links to industry

RTI

RTI

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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

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Technical Program Requirements

Leonard Yarbrough, Ph.D., PEProgram Executive, Technology ProgramInnovative Partnerships Program OfficeMay 9, 2005

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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

Background

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Some Issues

Regional distribution of network not fully effective in today’s connected environment

Regional centers reporting to Field Centers did not create a national network for “One NASA” concept

Better use of resources needed

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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

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Transformation Implementation

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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)

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FY 2005 Program Content

~70 infusion partnerships to support NASA’s 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.

TTT ContractTechnical Program Requirements

TTT ContractTechnical Program Requirements

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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

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Operational Strategies & Tasks, Cont’d

Infusion & Spin-Out

- Develop partnership strategies that benefit agency’s missions and support the nation’s 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

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TTT Contract Work Breakdown Structure (WBS)

1.3.3 University-Led Partnerships

1.3.2 Industry-Led Partnerships

1.5 Outreach

1.0 Innovative Partnerships Technology Transfer Transformation

Contract

1.1 Program Management

1.3 Infusion

1.4 Spin-Out

1.2 IP Management

1.3.1 Center Initiated

Partnerships

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TTT Program Management Model

ARC DFRC GRC GSFC JPL JSC KSC LaRC MSFC SSC

TTT Contractor & Affiliates

HQS IPP

Coordination & Execution

The IPP Leadership Team

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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

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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 POC’s

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Work Package Process

1 - IPPO Prepares Budget Guidelines, Work Package Requirements

2 – TTO’s Submit Budget & Operating Plan Portion of the Work Package

3 - IPPO, Centers negotiate and approve final Work Package content

4 – IPP Leadership Team reviews performance

Spin-Out and Spin-In

ID Needs/TechsEvaluate

Techs/Needs

Passive Outreach

Abandon

Protect IP(as appropriate)

Combine Similar Techs/Needs

Partnership/License Opportunities

Identified

Compile/Distribute Materials(to Centers and Affiliates)

Negotiate Agreements

Develop Partnership Strategy

Develop Outreach Strategy/Materials

Active Outreach

HQ/Centralized efforts & TTT Contractor Center efforts Affiliates (National Network) efforts

Content ManagementContent Management

Activity ManagementActivity Management

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A Functional Partnership

Expertise Technology

Serving the Nation’s Economy

NASA Technical Expertise

Understanding the Technology Needs of the NASA missions and the

Commercial Sectors

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TTT Contract Overview

Christopher StockTTT Contracting OfficerContracting DivisionMay 9, 2005

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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

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BACKGROUND 8 current contracts

6 RTTC’s – 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

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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

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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

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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

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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

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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

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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 NASA’s 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

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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 contract’s potential partners and clients”

If a conflict of interest develops, immediately notify the COTR with a mitigation plan

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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

Break Break

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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

Documents

Exploration Systems Mission Directorate