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 • 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

3. Human Systems Research & Technology Prometheus Nuclear Systems & Technology Exploration Systems Development Programs Nehman’s 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 Advanced Space Technology Human Health & Performance CEV 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 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

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. Midwest Northeast Ames Dryden Jet Propulsion Lab Mid-Atlantic Southeast Far West Mid-Continent The NASA National Network RTI 6 RTTCs NTTC 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 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

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 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.

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, 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

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 1.3.1 Center Initiated Partnerships 1.3.2 Industry-Led 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 POC’s

21. 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 Work Package Process

22. Center efforts Affiliates (National Network) efforts 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 Nation’s 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 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

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 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

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 contract’s 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