exploration systems mission directorate
DESCRIPTION
Exploration Systems Mission Directorate. Technology Transfer Partnerships Program Industry Meeting. Jim Nehman Deputy AA Development Programs May 9, 2005. Agenda. 9:00 – 9:10 Welcome / OverviewJim Nehman 9:10 – 10:00 Technical Program RequirementsDr. Len Yarbrough - PowerPoint PPT PresentationTRANSCRIPT
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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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Exploration Systems Mission Directorate
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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Exploration Systems Mission Directorate
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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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
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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 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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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
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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
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