Commercial Development Plan
for the
International Space Station
16 November 1998
Commercial Development Plan
for the
International Space Station
Objective
• Long Term: To establish the foundation for a marketplace and stimulate a national economy for
space products and services in low-Earth orbit, where both demand and supply are dominated by
the private sector.
• Short Term: To begin the transition to private investment and offset a share of the public cost for
operating the space shuttle fleet and space station through commercial enterprise in open markets.
Strategy
• In partnership with the private sector, initiate a set of pathfinder business opportunities which can
achieve profitable operations over the long run without public subsidies. Employ these businesses
to break down market barriers in the near term and open the path for economic expansion.
• Initialize the process through the internal NASA study of pathfinder candidates, as a point-of-
departure, with emphasis on pushing the envelope in terms of both public and private sector
policies, procedures and cultural predispositions [study results provided in attachment /].
Tactics
1. Release Baseline Pathfinder Study with NASA Assessment of Goods and Services with
Commercial Potential
• Identify nine pilot business areas for private sector validation [completed],
• Initiate business development in partnership with industry.
2. Commission an Independent Market Assessment to Initiate the Most Effective Pathfinders
{Horizon: 6 Months)
• Task a nationally prominent business school with recognized high technology acumen,
through a new cooperative agreement, to evaluate the prospect of the space station becoming a
fee-for-service commercial technology development testbed.
• Task SpaceVest, through existing cooperative agreement, to evaluate the private investment
potential in emerging markets for space products and services which could be enabled through
access to space shuttle, shuttle replacements and space station accommodations.
• Task the United Space Alliance, through existing contract, to evaluate the prospect of space
shuttles and space station as platforms for commercially provided products and services.
• Task the Boeing Aerospace Corporation, through existing contract, to evaluate the prospect cf
the space station as a customer for commercially provided growth elements, distributed
systems, and utility services.
• Task the Commercial Space Centers, through existing cooperative agreements, to query then-
existing 135 industrial affiliates and evaluate the prospect of the space station becoming a fee-
for-service product development laboratory or production center.
• Task the KPMG Peat Marwick Space and High Technology Practice, through existing
contract, to convene a panel composed of representatives from each of the previously identified
areas, and others as needed, to review the range of market assessments and to synthesize a
report on: (a) the market potential; (b) perceived barriers to market entry, and; (c) the most
effective pathfinder enterprises.
3. Characterize Barriers to Market Entry and Identify Corrective Actions
(Horizon: 6 Months)
Access to Space
• Direct a cross-program team to audit current practices for assigning space shuttle middeck
accommodations and establish a minimum set-aside for flight opportunities on every mission
[underway].
• Appoint a dedicated Senior Assistant for Access to Space, charged to continuously scan for,
and secure, alternative flight opportunities on both reusable and expendable launch vehicles
[underway].
• Benchmark the NASA cost to sortie one dedicated space shuttle mission per year, Commerce
Lab , until the space station achieves full payload readiness. Identify as an augmentation in the
FY 2001 NASA submit to the Office of Management and Budget
Administrative Process
• Establish a clearing house function at NASA headquarters for the logging and dispositioning
of commercial proposals. Implement through an agency- wide Organizational Work Instruction
in compliance with ISO-9001 [draft provided in attachment 2].
Policy
• Acquire an experienced professional economist to update the 1985 Congressional Budget
Office report on “Pricing Options for the Space Shuttles” and the 1994 National Academy cf
Public Administration report on “A Review of Space Shuttle Costs, Reductions Goals and
Procedures”. Benchmark historic marginal and average costs of space shuttle flights, and
project costs for space station accommodations.
• Task the KPMG Peat Marwick Space and High Technology Practice to evaluate the effects of
transitioning from a cost-based to value-based pricing policy with provisions for government
cost offsets, and define objective methods for establishing value.
• Task the NASA Office of Policy and Plans and Office of Public Affairs to: (I) acquire the
services of a recognized firm in the practice of name brand management to evaluate the value of
space program associations in advertising and customer relations, and; (2) initiate a review cf
NASA practices related to commercial enterprises involving public service sponsorships,
expressed or implied endorsements, or other situations which affect public perception of the
nation*s = space program. " dTdJddJ"' V" _
• Implement the pathfinder strategy as a forcing function to advance policies which will enable
the commercial development of space shuttle and space station. - -
Intellectual Property
• Task the NASA Office of General Counsel to complete a reference guide discussing the
statutory, regulatory and programmatic strictures on the deployment, utilization and
ownership of intellectual property within the space station program.
3
• Building on General Accounting Office audit #707379 of technology control plans for the
space station, task the NASA Office of General Counsel to review agency policy related to the
handling and treatment of proprietary data. If necessary, issue a NASA Policy Directive to
correct any deficiencies.
4. Establish a Non-Government Organization for Space Station Utilization Development and
Management (Horizon: 1 + Year)
• Develop a reference model to communicate vision, goals, purposes and working principles fix
a non-govemment organization (NGO) to manage US utilization of the space station and to
reduce cost/schedule impediments at the user-operator interface [provided in attachment 3].
• Conduct a comprehensive vetting of stakeholders in the government, academic and industrial
sectors, with the objective of elucidating advantages and disadvantages associated with for-
profit, non-profit, and hybrid consortium approaches implemented under contractual or
cooperative agreements.
• Develop an organizational and telecommunications architecture that will be most effective fix
evolution to an international scope of operations consistent with the national objectives and
existing infrastructure of all partners in the space station program.
• Issue a Request for Proposals and select a NGO in parallel with deployment of the US
Laboratory in calendar year 2000.
This plan we have set forth, in concert with the 1998 Commercial Space Act, represents an unprecedented
initiative to stimulate business growth in the space sector. With the ongoing support of Congress and the
Executive Branch, we look forward with great excitement to the opening of the 2 1st century and the role cf
NASA in continuing to push the frontiers of science, technology and economic development.
Microgravity Sciences and Applications
4
Restructuring the Space Economy
Short Run
Lons Run
Future
Private Proposals
Future Government
Requirements
Interna! Proposal
Clearing House
(ISO 9000)
NASA Interna!
Pathfinder Study”
Independent Externa ! W
Market Study
(Commercial Space Act)
^ Independent External
Pricing Analysis ^
(Shuttle & Station)
Private
Pathfinder
Enterprises
‘Commerce Lab’
Reimbursable Missioi
Pricing
Policy
Non-Government
Organization* *“*
(e.g., COMSAT, STSI)
Privatized
Space Transportation,
Space Station
Operator
(SFOC Evolution)
* A Non-Government Organization could be for-profit ,
non-profit, or a hybrid consortium, as determined in the
course of evaluating pros and cons during the
stakeholder vetting period \
Establishing the Customer - Supplier Relationship
Customer
i
Supplier
Government
Uses
Users
Known
Commercial
Uses
Untapped
Commercial
Opportunities
NGO for Space Station
Utilization Development & Management
(for-profit, non-profit, or hybrid consortium)
Operators
New Capability Developers
5
Attachment 1
Internal Study
Potential Pathfinder Areas
for
Commercial Development
of the International Space Station
Discussion Draft
October 1998
NASA Headquarters Point-of-Contact
Len Sirota
Phone: 202-358-4428
Fax: 202-358-2835
lsirota@,hq. nasa.gov
Contents
l. Introduction
II. Internationa] Space Station Commercial Opportunities
A. Scope of Commercial Opportunity
B. Potential Pathfinder Commercial Opportunities
C. Assessment and Selection of Potential Pathfinders
m. Pathfinder International Space Station Commercial Opportunities
A. Non-Proprietary Pathfinders
B. Proprietary Pathfinders
Introduction
An internal study was undertaken to identify pathfinder business enterprises with the potential to illuminate
the commercial development of the International Space Station (ISS) and break down any perceived barriers
to such development. The process used to identify opportunities for commercialization, as well as potential
pathfinders to evaluate these opportunities is shown in Figure 1 and described in this report The study
concentrated on delineating the scope of potential commercial opportunities associated with the ISS, as
well as evaluating, from the NASA perspective, several pathfinder areas of potential interest to the private
sector. The NASA approach, evaluation criteria, and results are provided in the following study report. As
the plan for commercial development proceeds, it is anticipated that new business concepts will emerge and
move to the forefront as private industry becomes involved. These concepts may be related to the
pathfinders identified in this study, or they may represent entirely new and innovative space products or
services. In either case, NASA intends to proceed with the most effective set, as determined by the new
Government-industry partnership.
Scope
Commercial
Opportunities
Identify
Potential
Pathfinders
Assess and Select
Pathfinders
Figure 1: Process Description
II. International Space Station Commercial Opportunities
A. Scope of Commercial Opportunity
The ISS has three broad categories of commercial opportunity: (1) users; (2) operations, and; (3) new
capability development (Figure 2). With each of these areas, NASA is using its position as both a
customer and a service provider to stimulate new commercial space businesses. As the user base broadens,
it is expected that NASA will become just one of the customers for commercial operations and new
capabilities.
USERS
NASA
Known
Untapped
and
Commercial
Commercial
U.S. Government
Uses
Uses
OPERATIONS
NEW CAPABILITY
DEVELOPMENT
Figure 2: Scope of Commercial Opportunities
3
Users
NASA provides resources geared toward the unique capabilities and vantage point of the Station. The ISS
will be an orbiting laboratory that will provide an unprecedented facility for long-term scientific research,
technology development, and the achievement of commercial goals in the environment of space. To this
end, the ISS has a variety of laboratory facilities available. These accommodations and services range from
laboratory racks in pressurized modules, with full utility and crew services, to externally mounted attached
payload sites that are exposed to the near vacuum of space. There are also viewing windows for
observation.
The spectrum of ISS uses will broaden as the program evolves. For example, there are currently two
proprietary users, which represent non-aerospace companies, with interests in using the ISS as a product
development platform. In these cases the companies are pursuing ventures that are unprecedented in terms of
willingness to invest private resources, as well as the diversity of their envisioned product lines.
As shown in Figure 3, there will be many new and previously untapped opportunities for using this unique
facility once the ISS is deployed on orbit. To ensure that there will be adequate opportunities available for
commercial uses, NASA has already committed to set aside at least 30 percent of the ISS’s payload
capacity for commercial development.
Operations _
Private industry will provide the services necessary to maintain and continually improve ISS capabilities.
Operating a space-based laboratory is different and far more complex than similar activities on Earth, but
these are not insurmountable barriers for major U.S. service providers to overcome if they are to take their
Earth-based services to space. The services needed for a research platform in low-Earth orbit are, in many
cases, the same as are required anywhere on Earth or needed by the many satellites orbiting Earth. In the
case of the Space Shuttle and the ISS -Mir programs, logistics support for both operations and the research
community are already commercially provided.
The growing base of users will shape the future operational needs of the ISS. Commercial sources will
provide and evolve these operational capabilities. NASA will become one of a number of paying customers
for these augmented services. Candidates for ISS cover a wide range of opportunities, as encompassed in
Figure 3.
New Capability Development
The commercial sector can provide capital improvements to the ISS based on the demand of both public
and private customers. Such new capability development can be either enhancements to existing
capabilities — for example, increasing the available power to the ISS users with commercially supplied
power — or it can be a new capability — for example, a commercially provided module. Because of the large
investment cost, this area represents the highest commitment of private funds. As with operations, new
capability development will be market-driven by the profitability of the ISS uses and the increased demand.
NASA, as one of many users, will benefit from these new and improved capabilities without bearing the
burden of the total development cost.
4
B. Potential Pathfinder Commercial Opportunities
NASA inventoried ISS capabilities, facilities, and services to identify the areas that may represent
commercial opportunities within each of the three major categories: (1) users; (2) operations, and; (3) new
capability development. To this was added our past experience with research activities, the experience with
each NASA Commercial Space Center (CSC), our discussions with industry, and insight from prior
proposals received. We intend to continue use of the CSC’s and industry to further validate these
opportunities in future updates to this plan.
As the ISS user base develops and new requirements are identified, NASA plans to use commercial
providers to meet emerging needs. One area that exemplifies this is the ISS Product Improvement Project,
which identifies the requirements for upgrades, as well as determines whether they can be provided by
commercial products or services. On July 31, 1998, six public announcements were issued to identify
companies interested in participating in ISS Product Improvements.
A primary source for identifying commercial opportunities has been and will continue to be the CSC’s,
along with their many ties to industry and academia. The CSC’s are, by charter, breeding grounds for new
commercial ventures and, as such, serve as excellent sources for finding high-potential commercial
candidates.
Finally, from time to time, NASA receives unsolicited commercial proposals from companies and
individuals offering their products or services to NASA. This avenue of development is expected to
continue, and NASA intends to reengineer internal processes for streamlining the dissemination c £
unsolicited proposals across the Agency.
Seeking new opportunities for commercial development is a continuous process. NASA has completed an
initial search, and Figure 2 summarizes the range of potential commercial opportunities identified to date.
The next step is for industry to perform a similar process to validate and enhance our results.
Users
Operations
New Capability Development
Pharmaceuticals
Mission Planning
Augmentation: Core Resources
Biotechnology
Training
Augmentation: New Resources
Materials
Flight Control
Additional Modules and
Elements
Electronics/Photonics
Ground Processing
Free Flyers
Communications
Logistics, Repair, and
Maintenance
Technology Development
Remote Sensing
Transportation
Agriculture
Crew and Cargo Delivery/Retum
Imagery
On-Orbit Utilities (e.g., Space-to-
Ground Communications,
Education
Maintenance Engineering,
Entertainment
Design Support to Customers,
Advertisement (e.g., PBS Model)
Space Technology Testbed
Manufacturing
Problem Resolution)
Figure 3: Potential Commercial Opportunities
C. Assessment and Selection of Potential Pathfinders
In order to assess and select candidate pathfinder commercial opportunities, NASA developed a set cf
evaluation factors and rating criteria. The following figures show the rating criteria and method used fcr
identifying pathfinder cases. Figure 4 contains a brief explanation of the rating criteria, followed by a more
detailed explanations of the criteria. Figure 5 is a tabulation of the preliminary ratings for each of the initial
commercial opportunities. Figure 6 demonstrates the method for comparing and ranking the candidate
opportunities by focusing on the high-potential, low-risk, and minimum barrier characteristics.
Industry Business Business Capital Cross NASA Potential
Interest Potential Risk Requirement Impacts Risk Barriers
L = Low
M = Medium
H = High
Figure 4; Preliminary Rating Criteria
Industry Interest
The first criterion used to evaluate each opportunity is the perceived commercial interest in developing a
business in this area. The rating assigned is based on several factors:
Investment Size:
- Under $10 Million
- $10 Million
- $100 Million
- $1 Billion Plus
Commercial Inters!
Existing industry
Unsolicited Proposals
Concept Discussions
Estimated Size of
Market:
- $10 Million
- $100 Million
- $1 Billion Plus
Technology Maturity
Level:
- NASA as a Customer
(% of business)
- NASA as a Supplier
- Preexisting Demand
I
N = NASA Policy
C = NASA Culture
P = NASA Process
G = Gov't Regulation
S = Statute
I = int’l Agreement
Impact to Assembly
Impact to Gov't Uses
Impact to Gov't Costs
Public Perception to
Business
Dependent Customers
International Partners
Product Liabilities
• Is there an existing industry operating in this field?
• Has NASA received many unsolicited proposals?
• Have there been many concept discussions with businesses or individuals seeking to start a new
business?
Business Potential
The business potential criterion estimates of the size of the potential market for the product or service. This
estimate was based on such considerations as the cost and market size of similar items currently available
either in the United States or elsewhere or the item’s impact on another industry (for example, protein
6
crystal growth has the potential to be the foundation for new drug development, thus adding value beyond
the initial value of space-grown crystals).
The rating for an estimated market size of $100 million or less annually is Low, SI 00 million to $1 billion
is Medium, and over SI billion is High.
Business Risk
NASA has performed an initial assessment of the business risk associated with each of the opportunities
based on several subjective characteristics. The Agency considered the maturity level of the technologies
required for each opportunity and rated them on a technology readiness scale used for many other NASA
projects. An evaluation was made of the expected percentage of the business that NASA demand would
represent and whether there was preexisting demand for the product or service. Finally, an estimate of the
lead time required to bring the product to commercial viability was factored into the overall rating of Low,
Medium, or High.
Capital Requirement
The capital requirement, or investment size, estimate was based on NASA experience in developing new
projects involving the development of space flight hardware.
The rating for an estimated investment size of $100 million or less annually is Low, SI 00 million to $1
billion is Medium and over $1 billion is High.
Cross Impacts
This criterion assesses the impact of implementing the commercial opportunity on other activities or
groups. Specifically, it asks the following questions:
• Does this activity have any effect, either positive or negative, on the ISS international partners?
• Does this activity have any effect, either positive or negative, on other future customers of the ISS?
• Does this activity have any effect, either positive or negative, on other ISS participants? (For example,
does it add power to the overall ISS capability, or does it use so much that it affects other users?)
• Does implementing this business create other business opportunities?
This criterion gets a subjective rating of Low, Medium, or High.
NASA Risk
Each opportunity implemented bears risk for the company starting in the new business area and for NASA.
If the new endeavor has the potential to delay or accelerate the ISS assembly schedule, it would receive a
negative or positive rating, respectively. Therefore, it is one of the most heavily weighted factors. Other
questions entering into the overall rating for this category are:
• How much money must the Government invest in this venture, and how much would be
nonrecoverable in case of failure?
• Could this cause the Government to lose other revenue (opportunity cost)?
• What is the expected public perception of this activity?
7
Potential Barriers
Barriers today can be turned into enablers or motivators tomorrow. Some barriers are easier to change than
others. Some can be changed by actions taken within NASA; others require legislation and therefore are
more difficult and take longer. By examining the potential barriers to each of the opportunities, NASA
identified who controls the barrier and assessed the difficulty to overcome.
Specifically, the opportunities were scrutinized for: NASA policy, NASA culture, NASA processes,
Government regulations, U.S. statutes, and international agreements. The types of barriers and the level cf
difficulty they present (Low, Medium, nr High) were then noted in the analysis and entered into the
decision of prioritizing opportunities.
8
Un-
known
Example
Opportunities
Aeronautics
NASA
Pot.
Risk
Barr.
NASA
Earth Science
Life/Microgravity
Sciences
Space Flight Systems
Pharmaceuticals
Known
Comm.
Uses
Materials
Electronic/Photonics
Nonelectronic
Communications
Remote Sensin
Image
Education
Entertainment
Advertisin
Space Tech. Testbed
Manufacturin
Hzsxa
M/T, G
L-M/C
L/C
H/ N, C
!■ saal
3.1 I Mission Plannin
3.2 Trainin
3.3
Ground Processin
Logistics/Repair and
Maintenance
3.6 Transportation
Crew/Payload Return
Vehicles
On-Orbit Resources
enance
eer'
3.10 Design Support
to Customers
3.11 I Problem Resolution
M/C, S,
G
M/T, C
M
M
M/C
L
M
L/C
M
M
M/C
Augmentation:
Core Resources
.2 Augmentation:
New Resources
Add.
Modules/Elements
M
H
M
L
L
H
H
H
M
M
M
M
M
M
M
M
M
M
M
M
IBM3E9
Figure 5: Preliminary Ratings
9
Business Risk Business Risk Business Risk
m. Pathfinder International Space Station Commercial Opportunities
Each pathfinder has been selected specifically to demonstrate NASA’s ability to satisfy commercial
interests, to “push the envelope” in the way NASA currently does business, and to enhance the probability
of success. The initial set is listed below.
Uses:
Consumer Goods in Space
Brand Name Public Service Sponsorships
Educational Products
Payload Accommodations Auction
New Product Development (Proprietary)
On-Orbit Research Facility (Proprietary)
Operations:
Imagery
New Capability Development:
Communications
Ground Operations Facility (Proprietary)
NASA is currently evaluating several proprietary proposals, as indicated above, which will be pursued in
parallel with the other pathfinder cases. NASA is also using these proprietary cases to improve its handling
of incoming unsolicited commercial proposals and proprietary data.
A. Non-Proprietary Pathfinders
Potential Pathfinder: Commercial Communications
Description
Several commercial groups have received licenses for an allocated spectrum in the broadband region (Ku
and Ka bands) based on concepts to develop systems that include satellites and would provide worldwide,
continuous coverage. Their target markets are both businesses and individuals. The ISS would augment
ISS communications capabilities, at about 2002 ox beyond, using these new space-based systems on a
purely commercial basis.
Long-Term Objectives
Provide greater communications services to support users and ISS operations at acceptable, market-based
prices. Utilize commercial service providers to meet ISS needs. Reduce ISS operational costs. Further
stimulate in-space commercial communications providers.
Boundaries Pushed
NASA use of commercial service on orbit is novel and will help promote NASA culture, procurement, and
technology. The ISS design will likely require designed-in and built-in capabilities to enable the future use
of new commercial communications systems.
II
Strategy
Review new communications systems capabilities. Define specific ISS communications requirements.
Identify legal, policy, and procurement steps to be taken. Identify and make technical changes required by
the ISS and commercial system (at vendor option) to enable service provision. Procure service on a
commercial basis.
Commercial Interests Identified
NASA has initiated discussions with several potential service providers to determine the level of service
each plans to make available and the compatibility of their systems with the current ISS design.
Potential Pathfinder: Brand Names in Public Service Sponsorship (PBS Model)
Category : Users
Description
Using the Space Shuttle as a precursor to the ISS, NASA should demonstrate the potential for public
service sponsorships of key elements, such as flight equipment (for example, cameras) or services (for
example, food and beverages), by nonaerospace companies. The model to be followed is aligned with that
of the Public Broadcasting System, in which sponsorship is low key and tastefully done.
Long-Term Objectives
Allow opportunities for industry to generate marketing benefits in space while providing meaningful public
services. Potentially offset NASA costs. Increase public exposure to the Space Shuttle.
Boundaries Pushed
This should broaden NASA’s range of acceptable uses of the Shuttle. Innovative procurement mechanisms
may be required, as well as the partial recovery of Space Shuttle operating costs in return for industry
opportunities.
Strategy
Identify legal, policy, and procurement steps to be taken, including reassessing NASA limitations on
promotional uses of the Shuttle. Evaluate the potential effect on the public’s perception of NASA, and
determine parameters of acceptable brand name displays and methods. With industry, evaluate the potential
scope using market studies. Implement the pathfinder with a near-term flight opportunity.
Potential Pathfinder: Consumer Goods in Space
Category: Users
Description
NASA should demonstrate the potential for industry to create added value and generate revenue from the
transport of consumer goods to and from space without adversely affecting safety or public perception and at
no marginal cost to NASA. Private goods might include memorabilia, honoraria, or educational products
that would be transported on the Space Shuttle to the ISS and returned to Earth for sale.
Long-Term Objectives
Expand opportunities for industry to generate revenue in space, creating new markets. Potentially offset
NASA costs. Increase public exposure to the Space Shuttle and the ISS.
Boundaries Pushed
This should broaden NASA’s range of acceptable uses of the Shuttle and the ISS. Innovative procurement
mechanisms may be required. The potential recovery of operating costs in return for opportunities to fly on
the Shuttle and the ISS should be explored.
12
Strategy
Identify legal, policy, and procurement steps to be taken, including reassessing NASA limitations on the
transport of goods on the Shuttle or the ISS. Evaluate the potential effect on the public’s perception <£
NASA, and determine parameters of acceptable goods to be transported. With industry, evaluate the
potential scope using market studies. Implement the pathfinder with a near-term flight opportunity.
Commercial Interests Identified
Numerous companies have contacted NASA. Most recently, Spacehab has expressed a desire to broaden the
range of goods that is carried to orbit in Spacehab modules.
Potential Pathfinder: Payload Accommodations Auction
Category: Users
Description
NASA should authorize auctions for Space Shuttle and ISS accommodation and resource bundles that
correspond to fully functional flight opportunities for one internal pressurized payload site and one external
attached payload site. Government constraints on use should be limited to safety and standard payload
integration practices.
Long-Term Objectives
Establish private perception of value and magnitude of demand for ISS accommodations in an open market,
as free as possible of Government distortion. Employ the results to develop a value-based pricing policy
with clear subsidization levels. Using a value-based price can stimulate the creation of new industries,
markets, and innovations.
Boundaries Pushed
The auctioning of access to space will likely require advances in policy, procurement, and potentially
legislation. In addition, using auctions to provide full ownership to industry will advance NASA’s
organizational, procedural, and cultural approach to working with industry.
Strategy
Identify legal, policy, and procurement steps required to establish auctions. Fully define resource bundles to
be auctioned and specific auction terms, such as duration and minimum bids. Consider auction periods of 2
years to periodically reassess value and demand. Define Government constraints, limited to safety and
standard payload integration practices.
Potential Pathfinder: Imagery
Category : Operations
Description
By the year 2000, the ISS will return to Earth more imagery in the form of video each day than most local
television stations provide. By obtaining commercial sponsorship of selected portions of the video stream, NASA
may achieve several goals, including commercialization, wider dissemination of ISS information to the public, and
recovery of Government costs.
Long-Term Objectives
Determine the market value of the general downlink imagery aboard the ISS, with the objective of stimulating the
creation of new markets. Increase the dissemination and use of such video. Enhance ISS video capture and
downlink capabilities, and potentially offset NASA costs.
Boundaries Pushed
The use of commercial sponsorship would be a departure from traditional Federal Government approaches. Policy
and procurement boundaries must be advanced. NASA will need to learn how to work with sponsors in a way that
meets both NASA and industry goals.
13
Strategy
Identify policies required to be changed. Define imagery to be reserved for commercial use, and define acceptable
uses. Via an open and fair competition, seek, review, and select corporate sponsorship offers. Such sponsorship
would include a barter arrangement, in which the commercial firm would receive use of the video (and the right to
put its name brand on some of the imagery) in exchange for services or products (such as imagery equipment)
provided by the company to the ISS. The privacy rights of the crew, international partners, and scientific and
commercial researchers will need to be protected.
Potential Pathfinder: In-Space Educational Experiments
Category: Users
Description
NASA will seek to expand the Government-industry partnership to provide an in-space educational
experiment program for students and educators. This initiative seeks to help NASA meet its educational
goals in a commercial manner, with reduced costs, and supports the development of a commercial space
educational service.
Long-Term Objectives
Support NASA’s educational programs. Stimulate the development of a commercial educational service
program.
Boundaries Pushed
Policy and procurement boundaries will need to be advanced. NASA and industry will need to learn how
to work together to meet shared educational goals, particularly in meeting the rigors of educational
requirements (such as national standards) in developing an in-flight program.
Strategy
Define industries’ educational service goals and NASA educational needs. Identify the policies required to
be changed. Establish a procurement mechanism. Define and negotiate cost allocations between NASA and
the company, such as costs to design and fly the experiment and to develop the educational elements of the
program.
Commercial Interests Identified
A NASA CSC, the Microgravity Automation Technology Center, and the Spacehab corporation have
already initiated the *S*T*A*R*S* program for student education through space experiment involvement.
This could form the basis for this pathfinder.
B. Proprietary Pathfinders
The following are brief descriptions of commercial cases in which industry has initiated discussions with
NASA. Each of these cases is serving as a pathfinder to help NASA create an improved environment fa-
serving commercial needs. The details of these cases cannot be revealed because of their proprietary nature.
Case 1 — User Category
A company provides an on-orbit research facility in exchange for the ability to market a share of the
capability. NASA receives rights to a share of the capability. The company desires a corporate astronaut as
part of package. Status: Under negotiation.
Case 2 — User Category
14
A company has developed a systematic method for identifying high-potential commercial opportunities for
scientific uses of the ISS. Status: Initial opportunities identified, and feasibility studies under way with
NASA technical support.
Case 3 — New Capability Development Category
A company provides ground facilities and services to NASA and other users. This eliminates the need fcr
NASA to build and maintain similar capabilities. Status: Proposal presented, and discussions under way.
15
Attachment 2
NASA
NASA Headquarters
HEDS Enterprise
HQ/HEDS/OWI -XXXX
REVISION_Baseline Draft_
October 16, 1998
Human Exploration and
Development of Space
(HEDS)
Organizational Work Instruction
Unsolicited Commercial
Proposal Clearing House
CHECK THE MASTER LIST at http:// /
VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE
[ BEDS |
ISS Unsolicited Corrmercial
Proposal Clearing House
HEDS
Revision: Baseline Draft
Date: October 16, 1998
Page 1 of 5
DOCUMENT HISTORY LOG
Status
(Baseline/
Revision/
Canceled)
Document
Revision
Effective
Date
Description
Baseline
Draft
10/16/98
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HEDS
ISS Unsolicited Commercial
Proposal Clearing House
HEDS
Revision: Baseline Draft
Date: October 16 , 1998
Page 2 of 5
ISS Unsolicited Commercial Proposal Clearing House
1 . SCOPE
1.1 Scope . This HEDS standard procedure (OWI) defines the
Commercial Unsolicited Proposal Review process utilized, at HEDS to
ensure the continuing suitability and effectiveness of ISS
Commercial Clearing House in satisfying the HQ quality policy and
objectives and the requirements of the HQC Quality Systems
Manual .
1.2 Purpose . This OWI provides instructions for the conduct
of NASA dispositioning of unsolicited commerical proposals for the
HEDS Enterprise.
1.3 Applicability . This OWI applies to NASA HQ and all NASA
Centers .
2. APPLICABLE DOCUMENTS:
NASA Handbook - Guidance for the Preparation and Submission of
Unsolicited Proposals
3 . DEFINITIONS
3.1 Unsolicited Proposal -
An unsolicited proposal is a written proposal that is submitted to
an agency on the initiative of the submitter for the purpose of
obtaining a contract (or other agreement) with the Government and
which is not in response to a formal or informal request
(other than an agency request constituting a publicized general .
statement of needs) .
To be considered as a valid unsolicited proposal, a submission
must :
- Demonstrate an innovative and unique concept or capability.
- Present a specific product or service not otherwise
available that would contribute to NASA's mission.
- Be independently originated by the Proposer without
Government supervision.
- Contain sufficient technical and cost information to permit
a meaningful evaluation, and
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Proposal Clearing House
HEDS
Revision: Baseline Draft
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- Be signed by an official authorized to contractually commit
the organization.
3.2 CH = HEDS Unsolicited Commercial Proposal Clearing House
4 . PROCEDURE
NASA Entry
Points
4.1
Receive Unsolicited Commercial Proposal for
ISS
NASA Entry 4.2 Submitted to HEDS Unsolicited Commercial
Points Proposal Clearing House
CH 4.3 Review proposal for minimum business and
technical criteria and preliminary barrier
screening. Resolve any identified barriers.
Determine which offices need to review.
Decision made whether to assign for more
detailed review or reject. If rejected
request appropriate Center to disposition
(step 4.4). If acceptable for further
review assign to appropriate NASA offices
(step 4.5) Log actions taken.
CH 4.4 Request Center disposition if rejected in
4.3
CH 4.5 Assign proposal for evaluation and
disposition to NASA offices. Designate lead
office .
NASA offices 4.6 Evaluate proposals for technical, legal,
programmatic, policy and economic
acceptability. If acceptable, determine if
barriers exist - if yes send back to CH for
assistance. If no barriers and acceptable
on all other criteria - accept proposal,
notify proposer and CH and begin
implementation. If not acceptable reject and
notify proposer and CH
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BEDS 1
ISS Unsolicited Commercial
Proposal Clearing House
HEDS
Revision: Baseline Draft
Date: October 16, 1998
Page 4 of 5
NASA lead. 4.7 Process rejection notice
offices
CH 4.8 Update log with disposition and prepare
periodic reports .
5. FLOW CHART
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ISS Unsolicited Commercial
Proposal Clearing House
HEDS
Revision: Baseline Draft
Date: October 16, 1998
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| HEPS
IS S Unsolicited Commercial
Proposal Clearing House
HEDS
Revision: Baseline Draft
Date: October 16, 1998
Page 6 of 5
6. APPENDICES, DATA, REPORTS, AND FORMS
*
None
7. RECORDS, REPORTS AND FROMS
- Records maintained at NASA HQ by CH.
- Log of all actions taken
- Periodic report summarizing proposal activity and dispositions
These records are retained and dispositioned in accordance with
NPG 1441.1, Schedule l/14B.l(a), Permanent - Retire to FRC when 2
years old; transfer to NARA when 20 years old.
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Attachment 3
Reference Model
A Non-Government Organization (NGO)
for
Space Station Utilization Management
Discussion Draft
October 1998
NASA Headquarters Point-of-Contact
Mark Uhran
phone: 202-358-2233
fax: 202-358-4166
muhran@hq.nasa.gov
1
"K.E. Tsiolkovsky once wrote: The idea, fantasy, or fairy tale invariably comes first.
Following this is the stage of scientific investigation. Last comes the crowning
achievement of the idea'. From this undoubtedly accurate summarization we need to
extract the concept of 'scientific investigation' and examine it more carefully. It is not as
easy as it would first appear. Regarding the first step -- the idea, fantasy, or fairy tale -
everything is clear. Man has always dreamed of achieving the unattainable (and still does
today). Without dreams and the efforts made to attain them progress would be
unthinkable. Even if the dream is initially unattainable, this does not mean that it may
never be realized. Although harsh reality may intervene repeatedly to prove the
impossibility of realizing the dream as yet, reality cannot force people to forget or discard
it. Instead the dream is transferred to an original data bank: the fairy tale. There it lives
on, continually reminding people of its existence, seeming to await the time when its
realization will no longer be impossible.
A more complicated matter is that which Tsiolkovsky called 'scientific investigation.’
This stage begins when the general development of scientific knowledge has reached a
level of sophistication sufficient to allow someone to appear who is able to envision a
way of realizing the dream (very often it is several people who live far apart and who work
independently of one another). During this stage the dream begins to move towards
reality, but it does not go beyond the discovery that what everyone has heretofore
considered an unattainable -- and therefore empty - dream is in fact possible after ail."
from Herman Oberth; The Father of Space Flight
Boris V. Rauschenbach, 1994
2
Contents
page
VISION 4
GOALS
PRINCIPAL PURPOSES
4
WORKING
PRINCIPLES
5
(a)
Scope of R&D Programs
5
(b)
Scope of Commercial Program Development
6
(c)
Role in Space Exploration
6
(d)
Program and Project Funding
6
(e)
Program and Project Opportunities
7
00
Program Integrity and Project Selection
7
(g)
Notification of Project Awards
8
GO
Distribution of R&D Project Awards
8
©
R&D Results
8
a)
Research Staff
9
00
Project Scientists and Project Engineers
9
(i)
Research Facilities
9
(m)
Laboratory Assets
9
(n)
Payload Physical, Analytical, and Operations Integration
9
(o)
Organizational Interfaces
10
(P)
Instruments of Agreement
10
(q)
Program Planning
10
(r)
Board of Directors
11
(s)
Accountability
11
0)
Advisory Committees
11
(u)
Educational Responsibilities
11
(v)
Criteria for Site Selection
11
APPENDIX
Terminology
13
Transactions
13
Organization
14
Functions
14
Responsibilities
15
Stakeholder Vetting
15
3
The purpose of this reference model is to initiate a discussion of a new management approach to
R&D in low-earth orbit consistent with the present and future constrained budget challenges . The
objective is to create a non-government organization (NGO) for accomplishing an aggressive science,
technology and commercial development program while simultaneously limiting government
functions to policy and oversight
The ultimate success of the orbital R&D program depends equally on the efficient operation of the
space and ground assets (laboratories, spacecraft, space station...) and on the optimal utilization of
the assets by the R&D and business communities . The utilization component must be managed in a
manner which ensures productivity of the space station and other future ground and space assets. As
depicted below, a NGO would serve as the interface between users and operators, in order to maximize
the range of productive uses, as well as minimize the cost and schedule associated with conducting
user operations in low-Earth orbit
The framework for a NGO should be based on a management structure that is representative of, and
responsive to, a broad base within the utilization community . This management structure must
possess a high degree of stability that will permit it to undertake and complete an integrated program
over the expected life of the space station and associated assets .
Customer
k
* #
'r
Supplier
Operators
New Capability Developers
Government
Uses
Users
Known
Commercial
Uses
Untapped
Commercial
Opportunities
NGO for Space Station
Utilization Development & Management
(for-profit, non-profit, or hybrid consortium)
4
VISION
• A dedicated NGO that will develop the low Earth orbit environment for all users (scientific,
technological, and commercial), in order to more efficiently advance scientific knowledge,
technological capability, and commerce on Earth as a gateway to 21st Century exploration
and development of space.
GOALS
1 . Complete an operational concept and establish a NGO in the United States by FY 2000.
2. Employ the NGO to reduce the cost and schedule associated with payload operations in space.
3. Employ the NGO to revolutionize the approach to research, exploration and development of
space through increased academic cooperation and industrial collaboration.
4. Offer to expand the initial organization to accommodate international aspects in conjunction
with completion of the International Space Station.
PRINCIPAL PURPOSES
1 . Engage the science community in a cooperative endeavor to aggressively expand the scientific
foundation for human exploration and development of spacfe.
2. Engage the engineering community in a collaborative endeavor to aggressively expand the
technological capability of the International Space Station and enable future human
exploration and development of space.
3. Engage the space operations community in a revolutionary transition toward cheaper, better
and quicker access to space for the conduct of R&D and commercial endeavors.
4. Disperse information on the resulting scientific and technological achievements for the benefit
of life on Earth, while stimulating the commercial community to expand the global economy
in space products and services.
WORKING PRINCIPLES
(a) Scope of R&D Program Management
• The scope could include all R&D projects which utilize a US share of the International
Space Station.
• Collaborating and supporting research using other NASA ground, air, and space assets
could be included by written agreement.
• Basic and applied, flight and ground, research in science and technology could be pursued
with strategic direction in selected areas such as, but not limited to:
- biology, chemistry and physics
5
- medical research and applications
- environmental sciences and life support technologies
- spacecraft system, subsystem and component engineering
- space processing of materials
- biotechnology
- remote sensing
- communications
• The scientific research program could be managed by the NGO and the research projects
could be conducted by distributed laboratories, institutes, and research and development
facilities in the academic, industrial, and government sectors.
• The technology development program could be managed by the NGO and the
development projects could be conducted by distributed laboratories, institutes, and
research and development facilities in the academic, industrial, and government sectors.
(b) Scope of Commercial Program Development
• Proof-of-concept or full-scale private commercial projects could be administered by the
NGO in accordance with national policy.
• The policy could include specific provisions to address totally subsidized, partially
subsidized, and non-subsidized entrepreneurial endeavors.
• A value-based pricing schedule could be established during the early operations period,
with a transition to cost recovery when commercial enterprises become profitable.
• In the event recovery of public operating costs prohibits profitable operations, or the
supply of station accommodations is exhausted, commercial enterprises could relocate to
privately owned and operated space platforms.
(c) Role in Space Exploration
• The NGO could undertake R&D projects, sponsored by NASA, with applications to the
human exploration and development of space enterprise.
(d) Program and.ProjectJFunding
• Funds could be provided by both public and private sources.
• Public sources could include government agencies which serve as catalysts, such as, but
not limited to, NASA.
6
• Private sources could include philanthropies, industrial organizations,
university/industrial consortia, financial institutions, and venture capitalists.
• A privately managed space trust corporation could be created to operate in close
association with the NGO, in order to assist in the evaluation and financing of
entrepreneurial ventures.
(e) Program and Project Opportunities
• Scientific and technological R&D opportunities, which are funded through public monies
could be announced on a regular periodic basis and could be open to competition among
academic, industrial and government scientists and engineers world-wide.
• Commercial opportunities could be open on a continuous basis for proposals by private
organizations.
• Since the magnitude of opportunity will be constrained by available station resources and
accommodations, an allocation policy could be established by the NGO Board of
Directors.
(f) Program Integrity and Project Selection
Scientific Research:
• Projects could be externally peer reviewed to the highest standards and rated, prior to
selection by the NGO Science Program Office based on scientific merit.
• The selections would conform to the programmatic objectives and funding levels of the
respective sponsors.
Technology Development:
• Projects could be internally reviewed by the NGO Technology Program Office and
selected based on engineering feasibility.
• The selections would conform to the programmatic objectives and funding levels of the
respective sponsors.
Commercial Ventures:
• Projects could be administered by bonded personnel in the NGO Commercial Program
Office.
• Selection criteria could vary with the level of public subsidization.
• Non-subsidized ventures could be selected on the basis of the magnitude of private capital
at risk; partially subsidized ventures could be rated by the ratio of private-to-public
7
funding, and; fully subsidized ventures could be selected at the discretion of the
government sponsor.
• The NGO could be required by the Board of Dirctors to administer a portfolio with
minimum shares in each of these categories.
(g) Notification of Pro ject Awards
• The NGO could issue formal notifications of award, subject to the principles on program
integrity and project selection.
• In cases of commercial ventures, with private funding, notifications could be confidential
by prior request,
(h) Distribution ofJR&D Project Awards
• Funds could be allocated for award to both NGO-resident (e.g., 10%) and non-resident
(e.g., 90%) scientists and engineers on a competitive basis.
Open Item; do the advantages associated with some degree of resident R&D outweigh the
disadvantages?
Advantages include:
(1) the ability to attract a high-quality, professionally recognized science and engineering staff;
(2) the ability of the resident NGO staff to work at a peer level with the non-resident R&D
community and to serve a "smart buyers”;
(3) the increased professional credibility of the NGO ; and
(4) the incentive created by broadening the NGO f s scope of operations to include resident R&D.
Disadvantages include:
(1) the potential appearance, or actual existence ; of a conflict of interest in the resident and
non-resident R&D award process.
(0 R&D Results
Proprietary Results:
• All R&D results and information could be the property of the funding source and handled
without public disclosure, as addressed through binding agreement among the parties.
Non-Proprietary Results:
• All research results could be treated as within the public domain.
• Every research project awarded would be required to conform to the data policy of the
funding source.
8
• All reports could be archived at the NGO and available on-line through international
telecommunications networks,
(j) Resident Staff
• Resident staff could be representative of the core science and engineering disciplines with
visiting senior scientists and engineers in selected specialties.
• All visiting staff could be fully authorized to make decisions and enter into agreements on
the behalf of their home institutions.
• Options for a government presence could include a liaison office limited to on-site
representatives of the program sponsors, or visiting Senior Scientists and Engineers.
(k) Project Scientists and Project Engineers
• Every R&D project could include the designation of a resident NGO staff member as
Project Scientist or Project Engineer.
• The role of the NGO Project Scientists and Engineers could be to assist non-resident
flight research projects through the steps associated with physical, analytical, and
operations integration of flight research projects.
(l) Research Facilities
• The NGO could be based in a physical facility (public or private) with either on-site, or
geographically dispersed, laboratory assets, or both.
• It could employ state-of-the-art international telecommunications networks for
communications with associated organizations from either the public or private sectors.
(m) Laboratory Assets
• Existing government assets could be transferred to the NGO for management or made
available through negotiated agreement.
• These assets could include both space and ground-based facilities.
• Development of new assets, including flight instruments and facilities, could be
performed by the NGO or placed under NGO management.
(n) Payload Physical, Analytical, & Operations Integration -
• Functions could be performed by the NGO, or a mission support contractor to the NGO.
• Orbital real-time operations replanning could be performed by the space station operator
in cooperation with a Mission Director and R&D Working Group assigned by the NGO.
9
• The NGO could perform all tactical planning for R&D operations on flight and ground
systems.
(o) Organizational Interfaces
• The NGO could interface with public and private funding sources for space station related
policy, oversight and strategic direction;
• with the space station operator (public or private) for payload accommodations and
system operations integration;
• with world- wide academic, industrial and government organizations for space station
R&D project performance;
• with private organizations for commercial ventures, and;
• with an external advisory committee for independent annual review.
(p) Instruments of Agreement
• Agreements between the NGO and associated organizations could be established through
a variety of instruments and would be limited only by public law.
• These instruments could be tailored on a case-by-case basis to best protect the interests of
the parties.
• The instruments could include, but would not be limited to:
* memoranda of agreement
* terms of reference
* contracts
* grants
* joint endeavor agreements
> memoranda of understanding
• cooperative R&D agreements
> space system development agreements
* industrial guest investigator agreements
> intergovernmental personnel agreements
(q) Program Planning
• The NGO could develop projections of available orbital accommodations and resources
based on information supplied by the space station operator.
• The NGO could formulate options for accommodating research requirements, maintain a
dynamic Mission Model, and produce an annual one-year R&D Program Plan and an
annual one-year Commercial Prospectus.
• The Plan and Prospectus could be reviewed and approved by the NGO Board of Directors
at an annual meeting.
• The annual Plan and Prospectus could be formulated within the broader context of the
funding sponsors’ long-term strategic plans and commitments.
10
Board of Directors
• The NGO board could include academic, industrial, and government directors.
• Voting shares on the board could correspond to annual funding commitments of the
sponsoring directors.
• The Board could ensure the NGO operates in accordance with its charter and within the
policy established by the sponsoring directors.
Accountability
• The NGO could produce quarterly reports on cost, schedule and performance status for
every active R&D project and an annual report on achievements for every active R&D
program.
• All reporting could be subject to proprietary information restrictions.
• The quarterly and annual reports could be the primary products delivered to the funding
sponsors (e.g., NASA, or other public and private program sponsors).
Advisory Committees
• An independent external advisory committee could perform periodic independent reviews
of NGO progress and achievements.
• In the case of the United States, independent advice and guidance could also be provided
by the standing boards and committees of the National Research Council.
• The NASA Advisory Council, and its standing committees and subcommittees, could
perform periodic reviews at the request of the NASA program sponsoring offices.
Educational Responsibilities
• The NGO could include a dedicated Education Office with responsibility for
communicating the beneficial attributes of the orbital environment and the progress of the
R&D program to public and private audiences at all levels in the academic, government
and industrial sectors.
• The costs associated with this function could be funded by the space station owners and
operators.
Criteria for NGO Site Selection
• Criteria could include,
• availability of existing facilities and skilled personnel;
* geographic attractiveness for personnel relocation;
* easy access for program sponsors and project managers;
• potential for evolution to international operations;
• association with an internationally recognized university;
* support of the local and state governments; and
• proximity to advanced telecommunications resources.
12
APPENDIX
TERMINOLOGY
Working Draft
10/09/98
Public Sponsors
(Non- Proprietary R&D)
Private Sponsors
(Proprietary R&D)
R&D
SPONSORS
©
POTENTIAL
INSTRUMENTS of AGREEMENT
- Terms of Reference - Space Act
(public or private)
DISTRIBUTED
PROJECTS
(100’s of sites)
Government
Academic [
industrial
Sector
Sector
Sector
Examples
Examples
Examples
•NASA
• State Universities
• Pnvate Labs
• N1H
• NOAA
• Private Universities
• Private Product
•NIST
Development Centers
•DOE
• NSF
• Academic / Industrial Consortia
• FFRDCs
(eg. Commercial Space Centers)
• others
• Educational Associations
TRANSACTIONS
Working Draft
10/01/98
• Strategic Direction & Funding
(R&D programs)
* Policy & Oversight
teport on R&D Program Achievments
Annual R&D Program Plan
Quarterly Status: All R&D Projects
(cost, schedule, performance)
• Strategic Dilection & Funding
(R&D programs)
• Policy & Oversight
• Annual Report on R&D
- Program Achievments
A13VI5 UK T
GROUPS
•R&D Program Announcements
• R&D Project Selection and Award
•R&D Project Funding
• Assigned Project Scientists/Engineers
• Access to Laboratory Assets
• Approved Payload integration Plans
• Assigned Operating Periods
Annual R&D Program
Plan
Approved Payload
Integration & Ops Plans
Mission Directors &
R&D Working Groups
Ops Assessments and
Systems improvements
Payload Integration/Ops
Guidelines
Time-Phased Resources
and Accommodations
Operating Windows
• R&D Pt
• Visiting Senior Sdentists/Engineers
• R&D Instruments
•R&D Project Operations
•R&D Project Results Reports
DISTRIBUTED
PROJECTS
13
ORGANIZATION
Working Draft
10/09/98
• Commercial Operations * Science Operations • Technology Operations
FUNCTIONS
Office of the Director
• selected by the Board of Directors
• utilization program development
• management and administration
Board of Directors
• annually reviews & extends research programs
• communicates policies of the sponsoring organizations
• approves Annual R&D Program Plan
and Commercial Prospectus
Uason Office
■ staffed by national and international program sponsors
• represents sponsors and provides oversight
Education Office
• develops collateral products for education
• communicates attributes of orbital environment
and achievements of the R&D programs
Operations Office
• strategic, tactical, and contingency planning
• manages resource allocations & mission model
• manages mission support contract
• produces annual R&D Program Plan and annual
Commercial Prospectus
Operations Board
• selects Project Scientists & Engineers for residency
• approves visiting Senior Scientists & Engineers
• assigns Mission Directors and R&D Working Groups
• approves payload integration plans & flight assignments
• assigns operating periods & accommodation sites
Working Draft
10/09/98
Science Program Office
• scientific research program management
• conducts nominal share of scientific research
• establishes science project queue
• defines requirements for flight instruments
• procures/develops flight instruments
• manages analytical, physical and operations integration
• manages science results archive
Technology Program Office
• technology development program management
• conducts nominaf share of technology development
• establishes technology project queue
• defines requirements for flight equipment
• procures/develops flight equipment
• manages analytical, physical and operations integration
• manages technological results archive
Bonded Commercial Program Office:
• implements commercial policy of government sponsors
• liaisons to private sector and Commercial Space Center network
• establishes commercial project queue
• manages analytical, physical and operations integration
• maintains proprietary procedures and protocols
Space Trust Corporation
• manages private capital funds
• selects private ventures for funding with equivalent rigor to
private capital markets
• finances qualified private ventures, if necessary
14
Working Draft
RESPONSIBILITIES ioos/sb
NASA
NGO
Headquarters
STRATEGIC NASA RAD PROGRAM PLANNING:
• Strategic direction and funding of R&D programs.
• Policy formulation.
• Oversight of NGO.
STRATEGIC SPACE STATION UTILIZATION PLANNING
• Strategic utilization planning for science, technology and
commercial programs/projects. t
• National & International collaboration and coordination for scientific research
and technology development programs.
• Integration of station-wide utilization requirements.
• Definition and assignment of orbital operating periods to R&D projects.
• Mission modeling, resource allocation, and bartering.
• Utilization advocacy and education.
Field Centers
R&D PROJECT MANAGEMENT
• specific NASA projects
SPACE STATION UTILIZATION PROGRAM MANAGEMENT
• station-wide management integration for US programs.
• US interface to international partner utilizationprograms for mission integration.
DEVELOPMENT
* Manage and conduct design, development, test, and evaluation of
advanced spacecraft system projects for NASA Enterprises.
• Manage and conduct design, development, test, and evaluation of
current space station paytoad facility class hardware, through to
completion and on-orbit test and verification.
DEVELOPMENT
» Manage development of requirements and specifications for next generation
government sponsored payload hardware.
* Manage design, development, lest and evaluation of future government
sponsored payload elements.
• Develop recommendations for flight/ground system improvements.
OPERATIONS & MAINTENANCE (potential GO-CO elements)
• Manage safe operation and maintenance Space Shuttle and International
Space Station.
• Manage safe operation and maintenance of government ground-based
laboratories, control centers, and facilities.
HUMAN RESOURCES (potential GO-CO elements)
• Maintain occupational safety and health of flight crews and ground
personnel.
• Manage & conduct training of flight crews and ground personnel.
OPERATIONS & MAINTENANCE
• Manage payload flight / ground systems operations & maintenance.
• Manage payload analytical, physical and operations integration.
• Represent US interests in international forums and provide
Mission Directors) and R&D Working Groups.
• Develop requirements for payload crew skills and qualifications.
• Manage payload data processing, data distribution, and results archiving.
Working Draft
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15
