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STRATEGIC OPPORTUNITIES & PARTNERSHIP DEVELOPMENT
NCMA Fall Training Conference - NASA Johnson Space Center
Dwight AuzenneManager, Business & Partnership Processes OfficeNovember 20, 2013
“Society is indeed a contract. It is a partnership in all science; a partnership in all art; a partnership in
every virtue, and in all perfection.” - Edmund Burke (18th century Anglo-Irish statesman)
Exploit the ISS as a cornerstone of human exploration
Enable commercialization of LEO
Extend human exploration beyond LEO
Leverage ISS experience to lead international community participation
Guide development of Global Exploration Roadmap
Champion international participation in the development of exploration capabilities
Lead through innovative technical and business management practices
Lead by Fully engaging the human spaceflight team
Intertwine JSC in mutually beneficial partnerships
Inform, educate and engage all generations to advance exploration
Strategically communicate JSC’s relevance
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J S C V I S I O N Lead a global enterprise in human space exploration that is
sustainable, affordable, and benefits all humankind
J S C M I S S I O N Provide and apply the preeminent capabilities to develop, operate, and integrate human exploration
missions spanning commercial, academic, international, and US government partners.
NASA FY12 Budget = $17.8B (6%)
The Space “Ecosystem”
Understanding our Environment - Global
Industry strength & diversity in the Houston region intersects favorably with many of NASA’s interests across the agency.
Understanding our Environment - Regional
Houston Region
• Fourth largest and the most diverse city in the US
• Leader in numerous industries including oil and gas, manufacturing, healthcare (research & service delivery), and engineering
• Metro area has twice as many engineers in its workforce as the national average
• Regional economic base has significantly diversified since the mid-’80s recession.
• In the mid 80’s Energy accounted for 87% of the local economy—today, that number is 50%
• Houston’s gross domestic product (GDP) doubled the U.S. growth rate in 2011 and 2012
• Since 2009 the local economy has grown by $92.9 billion.
Understanding our Environment – Policy Shifts
ISS: NASA, Canada, Russia, Japan, ESA
NASA, Commercial, International,
AcademiaSpace Race:
Apollo SoyuzSpace Shuttle
Geo-political/Policy Environment
Cold War Competition(1950’s-1970’s)
International Collaboration(1980’s – 2000’s)
Global Commerce and Earth Stewardship(2010’s and beyond)
Globally visible, audacious demonstration of US technology superiority
Vehicle for demonstrating international collaboration
Integrate emerging international and commercial space tocreate economic and societal benefit
SOPD supports the JSC Expansion of Relevance Strategic Goal by working with Center organizations to identify intersections of capabilities and technologies relevant to our core mission with: other agencies, other NASA centers, academia, commercial enterprise, and regional economic development.
JSC Strategic Opportunities and Partnership Development (SOPD)
Key SOPD Roles and Responsibilities: • Technology Transfer, Intellectual property management, and Commercialization
• Chief Technology Office ensures that JSC’s technology competencies align with Agency needs.
• Partnership development with industry, other agencies, academia in support of Directorate Level Organizations
• University Collaboration & Partnership Office serves as a liaison and facilitator for all academia
• Intermediary and regional gov’t relationships expand reach to promote commercialization
• Facilitation of Partnership (Space Act) Agreement formulation7
Technology Competency Alignment
Spinoffs have
occurred in every sector
Information Technology
Consumer Goods
Environmental Resources
Health and Medicine
Industrial Productivity
Public Safety
Transportation
http://spinoff.nasa.gov/
The National Aeronautics and Space Act of 1958 that created NASA called for the new agency to disseminate its technology for public benefit.
More than 1,700 of the most compelling partnerships and
innovations have been documented in NASA’s
Spinoff publication since 1976.
Over the course of its history, NASA has nurtured partnerships with the private sector to facilitate the transfer of NASA-developed technologies
Technology Transfer
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AgencyPartnership
Activities
Non-Aerospace Industries
Industry
Other Gov’t Agencies
Other NASA Centers
Universities
Intermediary Engagement
&Consortia
Technology Transfer - Through Partnerships
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Partnership Development
Enables NASA’s missions
Maintains the key competencies NASA needs for future explorationEnhances or establishes technology for future space explorationDevelops new technology competencies
Responsibility to transfer NASA generated technology for commercialization and to benefit life on earth which expands relevance and supports economic vitality
Utilizes key competencies NASA needs for future exploration and strategically positions the Agency for future opportunities
Facilitates the success of the commercial space industry
Develops technologies and innovations that directly benefit life on Earth, spanning a range of diverse fields – aerospace, medical, energy, etc.
Inspires technology advancement in academia in order to cultivate the workforce pool for the future.
H
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on E
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JSC
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Partnership Development – Through External Relationships
Offshore Technology Conference
Energy Summit Intermediary
agreements Pumps & Pipes
collaborator
Tech Connect & Tech Champs events Acceleration Center JSC Liaison
Pum
ps &
Pip
es
…result in regional advocacy
Robotics partnerships include General Motors, University of Houston, Texas A&M
Texas Emerging Technology Fund
Texas Workforce Commission
Office of Aviation and Aerospace
SustainabilityHouston
Airport System
University Partnership Development
mmAwareness
Involvement• Career Fairs• Job Interviews• Site Visits
SponsorshipSupport
• Research Grants• Software Grants• Internships/Co-ops• Capstone projects
StrategicPartnerships
• Business Development• Joint Research• Joint Proposals• Long Term
Phase I Phase II Phase III
Lower Strategic Engagement Higher
University Strategic Partnerships
University PartnershipsHighlightsPublished and distributed “JSC Biennial Research and Technology Development Report” to 450 University Engineering and Science Deans across the nation.
Facilitated collaboration and development of agreements between JSC SMEs with university researchers/experts
Developed University Research Capability Information Sheets to provide insight for JSC researchers into university research capabilities in specific technical areas (top 25-30 universities conducting world class research in a specific technical area)
University Partnerships funded by entities other than NASA
University of Maine—Wireless Sensor technology (JSC: Dr Lulla and Dr. Pat Fink)University of Minnesota—Wearable sensor technology (JSC: Cory Simon)Rice University—new Professional Master of Science degree in Space Studies and Engineering (JSC: Dr. Lulla)UHCL – History, Digital Imagery, IT (JSC: IRD)
Bringing the best minds from Universities to work withour JSC engineers andscientists to advance HumanSpaceflight
Space Act AgreementsThe National Aeronautics and Space Act (Space Act) authorizes NASA: “to enter into and perform such contracts, leases, cooperative
agreements, or other transactions as may be necessary in the conduct of its work…” Arrangements concluded under the “other transactions” authority of the Space Act are referred to as Space Act Agreements (SAAs).
Primary partnership value is the identification & development of Strategic Opportunities in support of Agency priorities including objectives to expand relevance
2009 2010 2011 2012 20130
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Number of Agreements Established
• During FY13 we have established approximately 150 agreements with the total reimbursable dollars comprising approximately 1-2% of Center budget with the majority of reimbursable funding originating from other federal agencies
• Many established partnerships are centered regionally, however, there are a significant distribution of agreements established across the U.S.
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• Supports a new class of NASA missions beyond low Earth Orbit.
• Delivers innovative solutions that dramatically improve technological capabilities for NASA and the world.
• Increases the affordability of NASA’s missions by engaging participation from diverse external entities to solve NASA’s tough technological challenges.
• Invests in the economy by creating markets and spurring innovation for traditional and emerging business.
Expands relevance to Life on Earth
Partnership Development enables technology spin-in, spin-out, and collaborative development activities
www.nasa.gov/jscpartnerships
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