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1 1 Office of the Chief Technologist Space Technology Programs Dr. Steven Meier, Director, Crosscutting Capability Demonstration Division February 8, 2011.

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Presentation on theme: "1 1 Office of the Chief Technologist Space Technology Programs Dr. Steven Meier, Director, Crosscutting Capability Demonstration Division February 8, 2011."— Presentation transcript:

1 1 1 Office of the Chief Technologist Space Technology Programs Dr. Steven Meier, Director, Crosscutting Capability Demonstration Division February 8, 2011

2 2 Space Technology: An Investment in Our Future Through NASA, America Continues to Dream Big: NASAs future aeronautics, science and exploration missions are grand in scope and bold in stature. Core Competencies: NASAs societal impact is derived from integration of its three long-standing core competencies: research and technology, flight hardware development, and mission operations. ARPA-Space: Pushing the boundaries and taking informed-risk, NASAs new technology efforts will develop crosscutting, game-changing solutions to the Agencys technological needs. NASA at the cutting-edge. A Technology Focus at NASA: –Is required to enable NASAs future aeronautics, science and exploration missions. –Drives our Nations economic competitiveness. –Serves as a strong inspiration for young people to pursue STEM education & career paths. –Allows application of NASAs intellectual capital to the development of technological solutions addressing broad needs in energy, weather & climate, health & wellness, and security. Technological leadership is the Space Race of the 21 st Century

3 3 External Input Has Driven Formulation of the NASA Space Technology Program NASA Authorization Act of 2008: A robust program of long-term exploration-related research and development will be essential for the success and sustainability of any enduring initiative of human and robotic exploration of the solar system. NRC report, Americas Future in Space, 2009: NASA should revitalize its advanced technology development program by establishing a DARPA-like organization within NASA as a priority mission area to support preeminent civil, national security (if dual-use), and commercial space programs. NRC report, Fostering Visions for the Future: A Review of the NASA Institute for Advanced Concepts, 2009: To improve the manner in which advanced concepts are infused into its future systems, the committee recommends that NASA consider reestablishing an aeronautics and space systems technology development enterprise. Its purpose would be to provide maturation opportunities and agency expertise for visionary, far- reaching concepts and technologies. Augustine Committee, 2009: The Committee strongly believes it is time for NASA to reassume its crucial role of developing new technologies for space. Today, the alternatives available for exploration systems are severely limited because of the lack of a strategic investment in technology development in past decades. NRC report, Capabilities for the Future: An Assessment of NASA Laboratories for Basic Research, 2010: To restore the health of the fundamental research laboratories, including their equipment, facilities, and support services, NASA should restore a better funding and leadership balance between long-term fundamental research/technology development and short- term mission-focused applications.

4 4 Public Commentary on the Value of the NASA Space Technology Program Letter to Congress from 14 Nobel Laureates, 14 former high-level NASA officials and 2 educators, 9/1/10: NASA has long been a critical component of American economic competitiveness, inspiring young people to enter careers in science and engineering, ensuring American leadership in human spaceflight, and driving cutting-edge research. However, we have watched with concern in recent years as NASAs programs for advanced technology, commercial spaceflight, student research, and robotic exploration have been scaled back or postponed. The data are sobering: since 2005, NASAs technology program has been cut by more than 50 percent… This decline in spending should not only be reversed, but in fact, innovative technology development must once again become a high priority at NASA. Letter from Coalition of 15 US Universities to Congress, 9/23/10: There are many issues in the pending NASA appropriations … but we want to draw particular attention to the importance of robust funding and timely initiation of NASAs Space Technology Program in this letter. NASA has since its inception been responsible for making and taking advantage of major technology investments which have pushed the envelope of what is possible and later been adapted for many catalytic non-aerospace uses by the private sector. However, this kind of advanced technology program at the scale required has not existed for years at NASA. The Space Technology Program responds to a recognized need from the community to reinvigorate these investments to enable future advanced space systems concepts and enabling technology... Further, it focuses on developing advances across mission directorates rather than specific to each. This program is the critical element in NASA's budget to recapture the technology leadership it has been losing over recent decades, as it has shifted from a technology agency to an operational agency.

5 5 Office of Chief Technologist Roles/Responsibilities OCT established in February 2010 OCT has six main goals and responsibilities: 1)Principal NASA advisor and advocate on matters concerning Agency-wide technology policy and programs. 2)Up and out advocacy for NASA research and technology programs. Communication and integration with other Agency technology efforts. 3)Direct management of OCT Space Technology Programs. 4)Coordination of technology investments across the Agency, including the mission-focused investments made by the NASA mission directorates. Perform strategic technology integration. 5)Change culture towards creativity and innovation at NASA Centers, particularly in regard to workforce development. 6)Document/demonstrate/communicate societal impact of NASA technology investments. Lead technology transfer and commercialization opportunities across Agency. 5

6 6 Space Technology Program Background Space Technology is a budget line in the FY11 request for NASA –Consists of 10 technology development and innovation programs that are broadly applicable to the Agencys aeronautics, science and exploration enterprises –Managed by Office of the Chief Technologist (OCT) OCT has chosen to manage these 10 programs through the formation of 3 Divisions –Early Stage Innovation –Game Changing Technology –Crosscutting Capability Demonstrations Formulation of the Space Technology program is complete –Formally approved by Administrator at July 29 Acquisition Strategy Planning meeting

7 7 Space Technology Formulation Principles Space Technology shall: Advance broadly-applicable technology. Produce technology products for which there are multiple customers. Meet the Nations needs for new technologies to support future NASA missions in science and exploration, as well as the needs of other government agencies and the Nations space industry in a manner similar to the way NACA aided the early aeronautics industry. Employ a portfolio approach over the Technology Readiness Level spectrum. Competitively select research by academia, industry, and the NASA Centers based on merit. Leverage the technology investments of our international, other government agency, academic and industrial partners. Establish a deliberative panel of internal and external stakeholders, including industry and other government agencies, to review and advise OCT on technology development priorities through a transparent and balanced process. Result in new inventions, new capabilities and the creation of a pipeline of innovators trained to serve future National needs.

8 8 Space Technology: A Different Approach Full spectrum of technology programs that provide an infusion path to advance innovative ideas from concept to flight Competitive peer-review and selection –Competition of ideas building an open community of innovators for the Nation Projectized approach to technology development –Defined start and end dates –Project Managers with full authority and responsibility –Project focus in selected set of strategically defined capability areas Overarching goal is to reposition NASA on the cutting-edge –Technical rigor –Pushing the boundaries –Take informed risk and when we fail, fail fast and learn in the process –Seek disruptive innovation such that with success the future will no longer be a straight line –Foster an emerging commercial space industry

9 9 Management of OCT Space Technology Programs NASA Chief Technologist: The NASA Chief Technologist is the final authority of the OCT Space Technology Programs. OCT Management Reporting: Management of the OCT Space Technology Programs will report through the equivalent of Directorate Program Management Council (DPMC) within the Office of the Chief Technologist. Agency Reporting and Management: As flight projects, the Technology Demonstration Missions will report through the Baseline Performance Reporting (BPR) and the Agency level PMC. –These flight projects will be subject to tailored versions of NASA –All OCT Programs will be subject to tailored versions of Division and Program Management: The Space Technology Programs (with exception of NIAC and Center Innovation Fund) will all have Level 2 Program Offices at the Centers. The Center Program Offices will report to Level 1 Program Executives (PEs) at HQ who will report through the OCT Division Directors to the NASA Chief Technologist.

10 10 OCT Space Technology Program Guidance The following general guidance applies across all OCT Programs: NASA Headquarters OCT will make award selections (e.g., from NRAs, AOs, fellowships) or have oversight of the selections for all program elements. Headquarters NASA OCT will determine what goals (number of awards, TRLs, demonstrations, etc) are to be achieved under each Program, along with an agreed upon milestone schedule. Centers will manage the provided program element procurement funds to determine how to achieve the goals and milestone schedule utilizing FTEs across the Center(s) and procuring WYEs or other labor. Centers are expected to provide OCT with their Program Management Plans and reach agreement with OCT prior to execution. Centers are responsible for working with NASA Shared Service Center for awarding grants and cooperative agreements. 10

11 11 Goal of making awards as early as possible in FY11 –Schedule: Competitive acquisition strategy requires approximately 6 months from solicitation release to award initiation to support the maturation of technology products in time to demonstrate value as part of FY12 and FY13 budget deliberations. Over 70% of OCT budget is competed –Select best ideas from NASA Centers, industry and academia. Peer-reviewed approach driven by Strategic Roadmapping process is objective and defensible. DARPA-like approach for Game-Changing Development Projects. Approximately 30% reserved for guided investment based on Agency strategic needs. –Programmatic flexibility allows for Agency investments in critical strategic technology areas Employ range of approaches to simplify process and reduce burden on proposers –For example, Game Changing Development and Technology Demonstration Missions employ a multiple-step award process where proposal length/depth is scaled to the award size To retain a level playing field with external organizations, no OCT funding will be allocated toward Center proposal development activities All OCT solicitations will be posted through NSPIRES and the OCT website =push and =pushhttp://www.nasa.gov/offices/oct/home/index.html Competitive Acquisition Strategy

12 12 Office of the Chief Technologist Organization Chief Technologist Deputy CT Space Technology Research Grants (GRC) NIAC SBIR/STTR (ARC) Centennial Challenges (MSFC) Center Innovation Fund Early Stage Innovation Grants / Activities Game Changing Technology Activities Tech Demonstration Missions (MSFC) Edison Small Satellite Missions (ARC) Flight Opportunities (DFRC) Crosscutting Capability Demonstration Projects / Activities Financial Management Partnership, Innovation and Commercial Space Strategic Integration Communications & Outreach Game Changing Development (LaRC) Franklin Small Satellite Subsystem Technology (ARC) Cross Agency Support Center Chief Technologists

13 13 Office of the Chief Technologist Organization

14 14 OCT Divisions & Programs 14 1)Early-Stage Innovation (ESI) Division: Creative ideas regarding future NASA systems and/or solutions to national needs. Space Technology Research Grants (STRG) Program (includes Graduate Fellowships) NASA Innovative Advanced Concepts (NIAC) Program Center Innovation Fund (CIF) Program SBIR/STTR Program Centennial Challenges Prize (CCP) Program 2)Game Changing Technology (GCT) Division: Prove feasibility of novel, early-stage ideas that have potential to revolutionize future NASA missions and/or fulfill national needs. Game Changing Development (GCD) Program Small Satellite Subsystem Technology (SSST) Program 3)Crosscutting Capability Demonstrations (CCD) Division: Maturation to flight readiness of cross-cutting capabilities that advance multiple future space missions, including flight test projects where in-space demonstration is needed before the capability can transition to direct mission application. Technology Demonstrations Missions (TDM) Program Edison Small Satellite Demonstration Missions (SSDM) Program Flight Opportunities (FO) Program

15 15 Prove feasibility of novel, early-stage ideas with potential to revolutionize a future NASA mission and/or fulfill national need. Mature crosscutting capabilities that advance multiple future space missions to flight readiness status Visions of the Future Does it WORK? Is it Flight Ready? Infusion Opportunities for NASA Mission Directorates, Other Govt. Agencies, and Industry Space Technology Development Approach Idea Possible Solution Possible Solution Possible Solution Possible Solution Possible Solution Possible Solution Possible Solution Possible Solution Creative ideas regarding future NASA systems or solutions to national needs. Industry Academia Govt

16 16 TRL System Concepts and Analyses Concept and Technology Assessment Foundational Disciplinary Advances Technology and Innovation Incentives and Prizes New Capabilities Proof of concept Measurable Performance Advantages & Hardware Validation Balanced Risks with Moderate Expected Failure Rate Partnerships with Other Govt. Agencies, Industry & Academia Relevant Environment Testing Tailored 7120 Flight Processes Not Mission Specific Technology 25% Cost Share Req. for Flight Tests Crosscutting Capability Demo. Early-Stage Innovation Game-Changing Technology OCT Space Technology Program Elements

17 17 OCT Space Technology Divisions Early-Stage InnovationGame-Changing TechnologyCrosscutting Capability Demos Development StageConcept Validation (TRL 1-2)Tech Demonstration (TRL 3-4/5)System Qualification (TRL 6) Programs Space Tech Research Grants NIAC Center Innovation Fund SBIR/STTR Centennial Challenges Game Changing Development Small Satellite Subsystem Technology Technology Demonstration Missions Edison Small Satellite Missions Flight Opportunities Number of Projects TDM: 3-8 ESSM: 1-3 FO: Typical Project Cost$50K-$800K GCD: Large: $25M; Small: $6M SSST: $6M TDM: $150M from OCT ESSM: $10M FO: < $5M Project Duration6 months – 2 years2 yrs w/potential 1 yr extension TDM: < 3 years ESSM: < 2 years FO: 6 months – 2 years Performer Selection100% Competed> 70% Competed Typical PerformersAcademia, NASA, IndustryNASA, Fed Labs, Industry, AcademiaIndustry, NASA Acquisition Strategy Grants, Contracts, Cooperative Agreements, Prize Competitions BAAs, ContractsContracts, Space Act Agreements Cost-SharingEncouragedPreferredRequired, 25% min for TDM Partners Academia Federal: NASA MDs, DARPA, DOD, DOE, NOAA, NSF, Other Industry: Aerospace, Non-Aerospace International Partners

18 18 FY11 Accelerated Activities Worked with Mission Directorates to identify eight high-priority Accelerated Technology Projects –Deep Space Optical Communications –Hypersonic Inflatable Aerodynamic Decelerator –Supersonic Inflatable Aerodynamic Decelerator –Large-Scale Composite Cryotank –Nano-energetic Propellants –Horizontal Launch Access to Space –Human GEO Servicing –Beamed Power Propulsion

19 19 Early-Stage Innovation Space Tech Research Grants NIAC SBIR/STTR Centennial Challenges Center Innovation Fund Early-Stage Innovation Select Programs / Projects / Activities Game Changing Technology Programs/Projects / Activities Technology Demonstration Missions Edison Small Sat Missions Flight Opportunities Crosscutting Capability Demonstrations Programs / Flight Demos/ Projects / Activities Game-Changing Developments Small Satellite Subsystem Technology HQ – Strategy and Guidance Centers – Program/Project Management Chief Technologist (CT) Deputy CT Financial Management Partnerships, Innovation & Commercial Space Strategic IntegrationCommunications

20 20 Early Stage Innovation Division The Early Stage Innovation Division sponsors a wide range of low TRL efforts for advanced space system concept and initial technology development across academia, industry and at the NASA field Centers. Early Stage Innovation includes: Space Technology Research Grants Program focuses on innovative research in advanced space technology grants & graduate fellowships for student research in space technology NIAC Program focuses on innovative aeronautics and space system concepts for future NASA missions Center Innovation Fund Program stimulates aerospace creativity and innovation at the NASA field Centers SBIR/STTR Program engages small businesses in our Nations space enterprise and infuse these products across NASA missions Centennial Challenges Prize Program addresses key technology needs with new sources of innovation outside the traditional aerospace community All Early Stage Innovation selections will be made competitively

21 21 Space Technology Research Grants Level II Program Office: GRC Acquisition Strategy Grants: NRA calls anticipated once or twice annually Fellowships: Selected candidates will perform graduate student research on their respective campuses, at NASA Centers and not-for-profit Research and Development (R&D) labs. Each student matched with a technically relevant and community engaged researcher who will serve as the students professional advisor. Awards Grants: Typical 12 months awards at $250K per year Fellowships: Building up to 500 active students per year. Collaboration Grants: Academia, not-for-profit R&D labs & NASA Centers lead proposals; others team. Fellowships: Strong collaboration is anticipated between NASA Centers/R&D Labs & Academia Objective: Accelerate the development of push technologies through innovative projects with high risk/high payoff Grants: Low TRL technology portfolio for foundational research in advanced space systems; Space Technology equivalent to ARMD Fundamental Aeronautics Program. Fellowships: Competitive selection of U.S Citizen / permanent resident graduate student that shows promise for future application toward NASA missions and strategic goals

22 22 NASA Innovative Advanced Concepts (NIAC) Managed at NASA Headquarters Acquisition Strategy Phase 1: Examine the overall viability of an innovative system or concept Phase 2: Study major feasibility aspects (cost, performance, development time, key issues) and potential infusion path; competitively selected from successful Phase I Selections will be based on independent peer review of all qualified proposals; competition of ideas *NRC report, Fostering Visions for the Future: A Review of the NASA Institute for Advanced Concepts, 2009 Awards Phase 1: Up to 1 year, $100K; per year Phase 2: up to 2 years, $500K; 3-8 per year Collaboration Proposals welcome from all sources, including academia, industry, all US government agencies (including NASA and JPL), and partnerships. Objective: NIAC is focused on early studies of visionary, long-term concepts Aerospace architecture, system, or mission concepts (TRL 1-2, 10+ years from application) OCT is re-establishing this effort as the NASA Innovative Advanced Concepts program o Guided by NRC findings and recommendations* o Run internally from HQ, and allowing internal NASA/JPL participation Studies exploring future space missions Involve industry, academia & NASA to revolutionize space access, operations & utilization

23 23 Level II Program Office: MSFC Acquisition Strategy In selecting topics for prize competitions, NASA consults widely within and outside of the Federal Government. Awards are only made for successful demonstrations of design solutions NASA provides the Prize Purse and the competitions are managed at no cost to NASA by external non- profit organizations. Awards Typical Prize amount is $1-5M 100% of funds identified is for prizes. No funding for labor or travel FY 2011 PBR will allow NASA to pursue new and more ambitious prize competitions. Collaboration Proposals welcome from the public for participation in NASAs research and development efforts. Objective: Seek innovative solutions to technical problems that can drive progress in aerospace technology of value to NASAs missions in space operations, science, exploration and aeronautics. Opportunity for direct public participation in NASAs research and development efforts with cash prizes as incentives Achieve breakthrough tech development via prizes & non-traditional aerospace Centennial Challenges Since 2005, 19 competitions held in six Challenge areas, $4.5M in prizes awarded to 13 different teams

24 24 Small Business Innovation Research (SBIR) and Small Business Technology Transfer Research (STTR) Level II Program Office: ARC Acquisition Strategy Current Authorization provides for SBIR funding at a minimum of 2.5 percent of NASAs extramural research and development expenditures Modeled after SBIR, STTR is a separately funded activity; with funding set at a minimum of 0.3 percent of extramural research and development expenditures Awards Phase 1: Up to 400 awards per year Phase 2: Up to 200 awards per year Collaboration Proposals welcome from small business concerns, in partnership with non-profit research institutions; such as a university. The percentage of new firms participating in NASA's SBIR/STTR programs each year has been in the 30-50% range, yielding new applicants each year. New participants have submitted between 20-35% of the total number of proposals in any given year. Objective: To engage and provide opportunity to small businesses to participate in Federal Research activities and encourage cooperative research and development with non- profit research institutions, such as a university; with a primary objective of developing and facilitating the transfer of technology from research institutions through the entrepreneurship of small business contracts that result in technology to meet NASA's needs. Provide opportunities to participate in Federal Research activities Encourage cooperative research and development with non-profit research institutions 2009 NASA SBIR grant for an advanced Lunar Surface Navigation system Inflatable Technology to develop a rigidized thin film antenna for large aperture ground-based antenna; i.e. lunar ground station

25 25 Center Innovation Fund Managed at each NASA Center Acquisition Strategy Through the Center Chief Technologist, Centers will conduct competitions to select ideas/projects and provide appropriate oversight. Detailed feedback on these activities will be required before the end of each FY. Center activities will be scored and will affect funding distribution in subsequent years Awards The funds will be distributed among the ten NASA centers to allow Centers to support low TRL innovative technology initiatives that leverage Center talent and capability. Collaboration Partners will be sought out by the Centers for the pursuit of innovation that is of common interest to leverage these resources Partners will include other NASA Centers, private sector firms, universities, other government agencies and FFRDCs. Objective To stimulate and encourage creativity and innovation within the NASA Centers. The activities are envisioned to fall within the scope of NASA Space Technology or technology addressing a significant National need.

26 26 Game Changing Technology Space Tech Research Grants NIAC SBIR/STTR Centennial Challenges Center Innovation Fund Early-Stage Innovation Select Programs / Projects / Activities Game Changing Technology Programs/Projects / Activities Technology Demonstration Missions Edison Small Sat Missions Flight Opportunities Crosscutting Capability Demonstrations Programs / Flight Demos/ Projects / Activities Game-Changing Developments Small Satellite Subsystem Technology Chief Technologist (CT) Deputy CT Financial Management Partnerships, Innovation & Commercial Space Strategic IntegrationCommunications

27 27 Game Changing Technology Division Game Changing Technology Division includes: Game Changing Development Program focuses on innovative ideas enabling new capabilities or radically altering our current approaches to space systems Franklin Small Satellite Subsystem Technology Program enables small satellites to provide game changing capabilities for the space sectors Greater than 70% of GCT funds (FY11-FY15) will applied to competitive selections The Game Changing Technology Division focuses on maturing advanced space technologies that may lead to entirely new approaches for the Agency's future space missions and solutions to significant national needs. Through significant ground-based testing and/or laboratory experimentation, the Game Changing Technology Division matures technologies in preparation for potential system level flight demonstration. Success is not assured with each investment; however, on the whole and over time, dramatic advances in technology, enabling entirely new NASA missions and potential solutions for a variety of society's technological challenges are expected. A broad spectrum of space system technologies will be developed ranging from launch vehicle subsystems, spacecraft technologies, in-space capabilities, and surface systems that support robotic and human exploration.

28 28 Game Changing Development Level II Program Office: LaRC Acquisition Strategy Concept Studies will be competed to flesh out idea(s), quantify their challenges and identify approaches to overcome them A subject matter expert Project Manager (PM) may recommend the idea for a new project start. If game changing, the Chief Technologist may authorize the PM to release a BAA o The BAA asks for many ideas to achieve the project goals from the community. The PM and a committee of experts assess and award multiple elements per project. * NRC report, Americas Future in Space, 2009 Awards Concept Studies: $300K-$500K; ~120/year (~60 in FY11) Small Projects: years, ~$3M/year; ~12 new project starts/ year (~6 in FY11) Large Projects: years, ~$12M/year; ~12 new project starts/ year (~6 in FY11) Collaboration Teams will include Govt Agencies, academia and industry. Objective: Solicit innovative ideas enabling new capabilities or radically altering current approaches to launch, build, and operate space systems. Matures technologies through the mid-TRL regime to enable useful game changing capabilities for scientific discovery, and human and robotic exploration Projects are intended to be capability-oriented and to move ideas from discovery to use. GCD emulates the outcomes of the DARPA approach at technology development Guided by NRCs Findings and Recommendations*

29 29 Franklin Small Satellite Subsystem Technology Level II Program Office: ARC Acquisition Strategy Annual BAAs At least 2-8 new competitively selected awards. These two year activities with a possible third year will be regularly assessed using planned review gates (possible early cessation of projects due to high risk/high payoff) Awards ~2-8 new awards/year One-year base activity with two, one-year options Estimate $1-3 million per year. Collaboration Competitions for technology maturation will be open to NASA Centers, Govt. Agencies, Industry and Academia, with partnership strongly encouraged Objective Matures technologies that enable small satellites to provide game changing capabilities for the government and commercial. At completion, the subsystem deliverables should be ready for demonstration in space within the Edison Program under Crosscutting Capability Demonstrations Division. TRL Maturation: From TRL 3-4 to TRL 5-6

30 30 Crosscutting Capability Demonstrations Space Tech Research Grants NIAC SBIR/STTR Centennial Challenges Center Innovation Fund Early-Stage Innovation Select Programs / Projects / Activities Game Changing Technology Programs/Projects / Activities Technology Demonstration Missions Edison Small Sat Missions Flight Opportunities Crosscutting Capability Demonstrations Programs / Flight Demos/ Projects / Activities Game-Changing Developments Small Satellite Subsystem Technology Chief Technologist (CT) Deputy CT Financial Management Partnerships, Innovation & Commercial Space Strategic IntegrationCommunications

31 31 Crosscutting Capability Demonstrations Division Crosscutting Capability Demonstrations Division includes: Technology Demonstration Missions Program matures, through flight demonstrations, a small number of Agency crosscutting technologies in partnerships with the Mission Directorates, industry, and other government agencies Edison Small Satellite Missions Program develops and operates a series of NASA-focused small satellite demonstration missions in collaboration with academia and small business Flight Opportunities Program provides flight opportunities of reduced-gravity environments, brief periods of weightlessness, and high-altitude atmospheric research The Cross-Cutting Capability Demonstrations Division focuses on maturation to flight readiness of cross-cutting capabilities that advance multiple future space missions, including flight test projects where in-space demonstration is needed before the capability can transition to direct mission application. Matures a small number of technologies that benefit multiple customers to flight readiness status (TRL 7) through Projects that perform relevant environment testing. Greater than 70% of CCD funds (FY11-FY15) will be applied to competitive selections

32 32 Edison Small Satellite Demonstration Missions Level II Program Office: ARC Acquisition Strategy Annual BAAs At least 1-2 new competitively selected awards. Two years to launch readiness with development and launch gates. Awards ~1-2 new awards/year at $1-10 million per year. Collaboration Competitions for technology maturation will be open to NASA Centers, Govt. Agencies, Industry and Academia, with partnership strongly encouraged o Significant emphasis on NASA-university collaborative efforts to enable university students to gain hands-on experience within these project activities. Objective Develop and operate a series of small satellite technology demonstration missions with NASA applications. Provide science and educational missions of opportunities as secondary objectives. Improve secondary payload space access. TRL Maturation: From TRL 5-6 to TRL 6-7

33 33 Technology Demonstration Missions Level II Program Office: MSFC Acquisition Strategy Annual BAAs; mandatory 25% cost sharing of Total Life Cycle Mission Cost to facilitate infusion BAA - Flight Demo Proposal o Full flight demonstration proposal; < 30 pages o Three months for full proposal submission o Three years from ATP to launch readiness Awards Maximum three years development schedule. Typical project life cycle cost (from OCT): $150M Collaboration Minimum 25% partner contribution to demonstrate infusion interest. Proposal teams may include NASA Centers, Govt. Agencies, Industry and Academia, with partnerships strongly encouraged Objective Matures a small number of crosscutting technologies that benefit multiple customers to flight readiness status (TRL 7) through Projects that perform relevant environment testing. The primary objective is to help bridge the gap by maturing system-level space technologies through flight readiness and mission infusion.

34 34 Potential Space Technology Demonstrations Electrodynamic Tether Propulsion Artist Concept of ISS Reboost Optical Communications Aerocapture Solar Sail Propulsion m Class Telescopes Rigidized Membrane Inflatable Decelerators Space Solar Power: In-Space Power Transmission

35 35 Flight Opportunities Level II Program Office: DFRC Acquisition Strategy CRuSR – RFP for payload accommodation on operational and developmental suborbital platforms (FY11 is unmanned) FAST – RFQ for payload accommodation on commercial and governmental parabolic flights Semi Annual BAA for researchers to gain access to CRuSR and FAST platforms to test technologies in a relevant space environment Awards Parabolic flights: FY11 4 flight weeks/year with 15 payloads/flight week Suborbital flights: Releasing RFP in FY11 Collaboration Industry, Government labs, and emerging commercial suborbital platform providers for access to simulated space environment Industry, Academia, Government researchers encourages to apply to Flight Opportunities platforms Objective: Provide flight opportunities for technology development, science and education efforts in reduced-gravity environments, brief periods of weightlessness, and high-altitude atmospheric research. The Flight Opportunities Program combines the FY10 FAST and CRuSR efforts previously managed by NASAs Innovative Partnership Program. Goal of expanding program to other platforms and test environments in FY12. CRuSR will procure sub-orbital space transportation services to provide 3-4 minutes of microgravity environment for tech development, scientific and university research The FAST will procure parabolic flights to test technologies in a space environment that could simulate microgravity and the reduced gravity environments of the Moon or Mars

36 36 NASA: Part of a Broader National Strategy Through its FY11 budget request, the Obama administration is committed to a research, technology and innovation agenda for the Nation as a means of stimulating the economy and building our Nations global economic competitiveness through the creation of new products and services, new business and industries, and high-quality, sustainable jobs The NASA budget request is aligned with this National strategy. –The renewed emphasis on technology in the Presidents FY11 budget request balances the long-standing NASA core competencies of R&T, spaceflight hardware development, and mission operations. In addition to providing a more more vital and productive aerospace future than our country has today, a NASA focused on technology and innovation, –Drives our Nations economic competitiveness. –Serves as a strong inspiration for young people to pursue STEM education and career paths. –Allows NASA to apply its intellectual capital to the develop technological solutions addressing broader National needs in energy, weather & climate, Earth science, health & wellness, and National security. 36 I am 100 percent committed to the mission of NASA and its future. Because broadening our capabilities in space will continue to serve our society in ways we can scarcely imagine. Because exploration will once more inspire wonder in a new generation: sparking passions, launching careers. And because, ultimately, if we fail to press forward in the pursuit of discovery, we are ceding our future. President Obama, April 15, 2010.

37 37 Contact Info Steven Meier, Ph.D., PMP, Director, Crosscutting Capability Demonstration Division. OCT Website: 37


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