Exploration Systems Mission Directorate

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• Exploration Systems Mission Directorate

Technology Transfer Partnerships
Program Industry Meeting
Jim Nehman Deputy AA Development Programs May 9,
2005
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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

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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
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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 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

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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
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
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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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• Exploration Systems Mission Directorate

Technical Program Requirements
Leonard Yarbrough, Ph.D., PE Program Executive,
Technology Program Innovative Partnerships
Program Office May 9, 2005
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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

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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

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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

• 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 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.

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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, 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

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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
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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
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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 POCs

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Work Package Process
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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
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A Functional Partnership
Understanding the Technology Needs of the NASA
missions and the Commercial Sectors
NASA Technical Expertise
Technology
Expertise
Serving the Nations Economy
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• Exploration Systems Mission Directorate

TTT Contract Overview
Christopher Stock TTT Contracting
Officer Contracting Division May 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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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

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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

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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

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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

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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

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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

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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

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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

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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

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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