Dr. Steven Meier, Director, Crosscutting

1

1

Office of the Chief Technologist

Space Technology Programs


Dr. Steven Meier, Director, Crosscutting

Capability Demonstration Division


February 8, 2011

2

Space
Technology: An Investment in Our Future

•
Through NASA, America Continues to Dream Big:
NASA’s future aeronautics,
science and exploration missions are grand in scope and bold in stature.

•
Core Competencies:
NASA’s 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, NASA’s new
technology efforts will develop crosscutting, game
-
changing solutions to the Agency’s
technological needs. NASA at the cutting
-
edge.

•
A Technology Focus at NASA:

–
Is required to enable NASA’s future aeronautics, science and exploration missions.

–
Drives our Nation’s economic competitiveness.

–
Serves as a strong inspiration for young people to pursue STEM education & career
paths.

–
Allows application of NASA’s 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

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, America’s 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

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 NASA’s programs for
advanced technology, commercial spaceflight, student research, and robotic exploration have been scaled
back or postponed. The data are sobering: since 2005, NASA’s 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 NASA’s 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

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

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 Agency’s 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

Space Technology Formulation Principles

Space Technology shall:

•
Advance broadly
-
applicable technology.

•
Produce technology products for which there are multiple customers.

•
Meet the Nation’s needs for new technologies to support future NASA missions
in science and exploration, as well as the needs of other government agencies
and the Nation’s 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

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 w
ith success the future will no longer be a straight line

–
Foster an emerging commercial space industry

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 7120.5

–
All OCT Programs will be subject to tailored versions of 7120.8

•
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

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

•
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
http://nspires.nasaprs.com/external/solicitations/solicitations.do?method=open&stack
=push

and
http://www.nasa.gov/offices/oct/home/index.html





Competitive Acquisition Strategy

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

Office of the Chief Technologist Organization

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

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

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Possible

Solution

Possible

Solution

Possible

Solution

Possible

Solution

Creative ideas regarding
future NASA systems or
solutions to national needs.

Industry

Academia

Gov’t

16

TRL

1

2

3

4

5

6

7

•

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


OCT Space
Technology

Divisions

Early
-
Stage Innovation

Game
-
Changing Technology

Crosscutting Capability Demos

Development Stage

Concept 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

100+

10
-
20

TDM: 3
-
8

ESSM: 1
-
3

FO: 20
-
40

Typical Project Cost

$50K
-
$800K

GCD: Large: $25M; Small: $6M

SSST: $6M

TDM: $150M from OCT

ESSM: $10M

FO: < $5M

Project Duration

6 months
–

2 years

2 yrs
w
/potential 1 yr extension

TDM: < 3 years

ESSM: < 2 years

FO: 6 months
–

2 years

Performer Selection

100% Competed

> 70% Competed

> 70% Competed

Typical Performers

Academia,

NASA, Industry

NASA, Fed
Labs,
Industry, Academia

Industry, NASA

Acquisition Strategy

Grants, Contracts, Cooperative
Agreements, Prize
Competitions

BAAs
, Contracts

Contracts, Space
Act Agreements

Cost
-
Sharing

Encouraged

Preferred

Required, 25% min for TDM

Partners

Academia

Federal
:

NASA MDs, DARPA
, DOD, DOE, NOAA,
NSF, Other

Industry:

Aerospace
, Non
-
Aerospace

International Partners

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

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 Integration

Communications

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 Nation’s 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

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 student’s professional advisor.


Awards

•
Grants
: Typical 12 months awards at $250K.
100+ 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

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; 15
-
20 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

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 NASA’s research and
development efforts
.
http://www.nasa.gov/offices/ipp/innovation_incubator/centennial_challenges/index.html


Objective:
Seek innovative solutions to technical
problems that can drive progress in aerospace
technology of value to NASA’s missions in space
operations, science, exploration and aeronautics.


•
Opportunity for direct public participation in
NASA’s 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

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 NASA’s 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.

http://sbir.gsfc.nasa.gov/SBIR/SBIR.html


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

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

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 Integration

Communications

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

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, America’s Future in Space, 2009

Awards

•
Concept Studies
: $300K
-
$500K; ~120/year (~60
in FY11)

•
Small Projects
: 2
-

3 years, ~$3M/year; ~
12 new
project starts/ year (~6 in FY11)

•
Large Projects
: 2
-

3 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
NRC’s

Findings and Recommendations*

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

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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 Integration

Communications

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

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

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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.


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Potential Space Technology Demonstrations

Electrodynamic

Tether Propulsion

Artist Concept of ISS
Reboost



Optical Communications


Aerocapture


Solar Sail Propulsion

25
-
40
m

Class Telescopes

“
Rigidized
” Membrane

Inflatable Decelerators

Space Solar Power:

In
-
Space Power
Transmission

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
NASA’s 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

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 Nation’s 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 President’s 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 Nation’s 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

Contact Info

•
Steven Meier, Ph.D., PMP, Director, Crosscutting Capability Demonstration
Division.
steven.r.meier@nasa.gov

•
OCT Website:
http://www.nasa.gov/offices/oct/home/index.html


37