Innovation Catalyst Initiative, Presentation To NASA Advisory Council, Dr. Scott Pace – Deputy Chief of Staff

Innovation Catalyst Initiative, Presentation To NASA Advisory Council, Dr. Scott Pace – Deputy Chief of Staff, Jet Propulsion Laboratory Pasadena, CA September 11, 2002 (80 KB Powerpoint file)

Presentation Notes (may not appear in older versions of Powerpoint):

Page 1: This presentation is the culmination of many factors, starting with a long-standing personal interest of myself and Courtney in commercial space issues. We have been actively discussing the agency’s approach to commercial innovation since the Presidential transition and more intensely as part of the preparation of the agency’s FY04 budget request. Most recently, we have had discussions with the NAC chairman on commercial activities – some of which were covered in the last meeting and others which are being covered in this one.

Page 2: Commercialization involves all of the ways in which NASA can engage private sector commercial interests to commit their capabilities and resources in support of fulfilling the NASA Mission. Commercialization activities can be divided into four general categories, all of which demonstrate value to both the private sector and NASA:

1. Technology Transfer involves providing the results of NASA funded research and technology development activities to the private sector for use in new commercial products and services. Technology transfer has always provided an obvious benefit and value to the private sector. However, there is increased emphasis on focusing the commercial technology program (Code R) to produce commercial products and services that will also support future NASA needs, thereby providing value to NASA. (Ex: Tech Transfer Network, Small Business Innovation Research (SBIR), Program Small Business Technology Transfer (STTR), Incubators)
2. Use competitive sourcing to take advantage of commercially available products and services, in lieu of self-performing. Because of the unique nature of advanced aeronautics and spaceflight, there are a number of activities that initially exceeded private sector capabilities. However, as the private sector has matured many of these activities can now be successfully and economically provided by the private sector on a commercial basis. NASA can free-up valuable resources by taking greater advantage of these commercial capabilities, thereby providing value to NASA. (Ex: routine procurements, Shuttle competitive sourcing, ISS NGO, Zero-G parabolic flight services)
3. Technical Assistance involves making the unique capabilities of NASA available to the private sector to support the research and development of new commercial products and services. Since many of NASA’s unique assets are under utilized, private sector use of these assets can provide reimbursements that relieve NASA of a portion of the financial burden of maintaining the assets. (Ex: Bigelow Aerospace Inflatable Modules, Motion Pictures, STS-114 HDTV downlink demonstration, StelSys)
4. Joint Ventures involve collaborations with the private sector to the mutual benefit of both parties. These activities enable NASA to achieve more than can be accomplished with appropriated funding alone and can result in enhancements to NASA’s ongoing capabilities. (Ex: Commercial Space Center activities, HELIOS High Altitude UAV development, privately funded education & outreach activities, Deep Impact)

Page 11: What We Have Done at NASA

• Have Agency leaders establish priorities for the actions
• Don’t spend excessive effort in studies – just move out to develop an implementation plan

• Single focal point in Office of Administrator
• Identify a Champion for each area – to lead and weekly report progress
• Developed NASA “stoplight” chart to monitor actions/progress
• Accountability in SES performance appraisals

• Developed “agreements” on actions to “Get to Green”
• Have buy in/support from external organizations