IMPLEMENTATION PLAN
OFFICE OF THE CHIEF TECHNOLOGIST

 

1.0 OBJECTIVE

The objective of this Technology Implementation Plan is to provide an agency-wide technology strategy, organizational structure and development process that will result in a stronger, more integrated, technology program and more effective support to our external customers. It includes the organizational location of this responsibility and designates appropriate titles and councils. The Plan provides for realignment of NASA’s technology efforts with the Enterprises assuming greater responsibility for development of new technology and it includes functions such as Small Business Innovation Research, Small Business Technology Transfer Pilot Program, Historically Black Colleges and Universities, and other small business interests in technology. It also establishes an external Advanced Concepts organization and defines advanced concepts functions within the Enterprises and Centers in a coordinated agency-wide program.

2.0 APPROACH

With the creation of the Office of the Chief Technologist (OCT) NASA will transition from a separate technology organization for space to an agency-wide approach encompassing all of the Enterprises. In this approach each Enterprise will have the responsibility for developing both near- and far-term technology in support of the Enterprise’s Strategic Plan. The OCT will have the responsibility of ensuring that NASA’s total technology program, including both space and aeronautics, is well coordinated, well organized and is driven by an aggressive, unified vision of scientific discovery, human exploration and commercial benefit. The OCT will review and assess the quality and progress of NASA’s major technology programs on behalf of the NASA Administrator, but will have no direct management authority over the Enterprises. The centerpiece of this new approach will be a Technology Leadership Council (TLC), chaired by the Chief Technologist, responsible for formulating and advancing NASA’s vision for technology.

3.0 OFFICE OF THE CHIEF TECHNOLOGIST

3.1 Purpose

The Office of the Chief Technologist located in the Office of the Administrator, advises the Administrator and other senior officials on matters relating to technology, assures an agency-wide investment strategy for advanced innovative technology and is the principal Agency advocate for advanced technology. The OCT leads the development of agency-wide technology goals and objectives, and reviews Agency technology policies, programs, processes and capabilities to ensure that NASA technology programs support the Agency’s science, exploration and commercial objectives. The OCT also addresses common technology requirements across multiple enterprises and external commercial interests.

3.2 Functional Responsibility

The Office of the Chief Technologist (OCT) has the following functional responsibilities:

• Serves as principal advisor and advocate to the Administrator, the Capital Investment Council, and other senior officials on matters pertaining to Agency-wide policy, planning, resource allocation and implementation of NASA technology program/projects.

• Chairs the Technology Leadership Council (TLC), chartered to advise the Administrator through the OCT on all aspects of technology related to all of NASA’s programs.

• Establishes and oversees, with the enterprises, the process for developing the annual NASA Integrated Technology Plan. The ITP includes the enterprise technology plans, technology insertion strategies, road maps encompassing major new technology activities, overall technology budget formulation, and prioritization for on-going and new investments (including institutional impacts).

• Establishes synergy and coordination among space and aeronautics technology investments.

• Provides a focal point for coordination of Agency-wide technology issues with other government agencies and industry.

• Reviews NASA technology program/projects to ensure that they:
  1. Have appropriate interagency and industrial cooperation
  2. Fully exploit industry and other government agency technology
  3. Seek commercialization opportunities for NASA technologies
  4. Incorporate Small Business Innovation Research, Small Business Technology Transfer Pilot Program, Historically Black Colleges and Universities, Other Minority Institutions, and the Small, Small Disadvantaged and Women-Owned technology programs into the ITP.

• Monitors processes established to review NASA programs and projects to: (1) assure that scientific, human exploration and commercial goals are being driven by an aggressive vision of innovative technology development, and (2) assess quality, relevance and impact of technology programs to meet those goals.

• Assesses NASA’s intellectual capacity to pursue future missions and conduct world- class research across the Agency’s Enterprise mission areas.

• The OCT serves as a focal point to the NAC committees and other external advisory groups with respect to agency-wide technology issues. Further details are provided in Section 3.3.

• Participates or leads, as appropriate, committees established to promote and review joint technology activities with the military and other government agencies. NASA will propose to include the Chief Technologist on the Aeronautics and Astronautics Coordinating Board (AACB) and utilize the AACB to promote stronger cooperation between NASA and other government agencies.

• Ensures that the NASA Technology Program is properly communicated external to the Agency

3.3 Advisory Committees

The Office of the Chief Technologist will utilize the existing NASA Advisory Council (NAC) committees as essential instruments to assess the balance, quality and vision of the Agency’s overall technology program. Specifically:

• Each enterprise will revise the scope and membership of its advisory committees, to encompass the technologies necessary to accomplish the enterprise goals. Responsibilities of the current NAC Technology and Commercialization Advisory Committee (TCAC) such as review of the Reusable Launch Vehicle Program will be moved to the appropriate enterprise advisory committee.

• The OCT will recommend revising the TCAC charter to focus on agency-wide plans, policies and strategies for technology development and commercialization, consistent with the Agency’s “corporate” functions. The committee will advise the agency on cross-cutting technology issues and how NASA integrates the academic, government, industry and small business capabilities into a unified investment strategy for technology. The committee will examine commercial opportunities to generate economic benefit from NASA technology and to advise on the effectiveness of NASA’s SBIR program.

• The OCT will serve as the NASA contact, provide the Executive Secretary, provide administrative and logistical support, and coordinate with the enterprise offices supporting the TCAC panels.

• The OCT will represent NASA’s agency-wide technology policy to the appropriate boards of the National Research Council. In particular the OCT will support the efforts and sponsor specific studies of the Aeronautics and Space Engineering Board as an external advisor on the NASA Integrated Technology Plan.

3.4 Reporting Requirements

The Chief Technologist, through the Technology Leadership Council, will lead the development of an Integrated Technology Plan (ITP) and provide revisions and updates as required to support the Agency technology budget formulation and decision process. This plan ensures coordination of all Agency technology programs and identifies synergy and opportunities for integrated technology programs in support of multiple Enterprise missions. The ITP will include advanced concept developments in support of Agency goals, Center of Excellence activities, cooperative activities with other government agencies, industry and academic institutions, and commercialization plans and initiatives to enhance the value of NASA-developed technology. The ITP will be provided to the Capital Investment Council to support review and recommendations for budget and resource allocations.

The Office of the Chief Technologist will annually review the effectiveness of the Technology Leadership Council activities and report findings to the Administrator. The Office of the Chief Technologist will also report results of technology assessments, program/project technology reviews, and technology recommendations as required by the Administrator.

3.5 External Interfaces

The Office of the Chief Technologist will support the Office of Policy & Plans as the principal interface for agency-wide technology plans and policies to the NASA Advisory Council, the Office of Science and Technology Policy, the Office of Management and Budget, and other Agencies and organizations involved in aeronautics and space technology issues. This function will be performed in coordination with the Enterprise Associate Administrators to ensure that NASA Technology Programs are integrated and support the NASA missions. This function will also be performed through the HQ offices that are designated official interfaces with these external organizations.

4.0 TECHNOLOGY LEADERSHIP COUNCIL

The Council will be chaired by the Chief Technologist and include the Enterprise Associate Administrators (Aeronautics; Space Science; Mission to Planet Earth; and Human Exploration and Development of Space, including the Office of Life and Microgravity Science and Applications), the Deputy Chief Technologist (who will also serve as the Executive Secretary), the NASA Comptroller, the Chief Engineer, the Chief Scientist, the Chief Information Officer, the Associate Administrator for Safety and Mission Assurance, and the NASA Center Directors (or appropriate representatives). The TLC will include an Executive Management Board (EMB) consisting of the Chief and Deputy Chief Technologist, the Enterprise Associate Administrators, and the NASA Comptroller that will be responsible for setting broad programmatic, institutional and budgetary guidelines. A more detailed description of the TLC is included in Appendix A.

5.0 ENTERPRISE TECHNOLOGY RESPONSIBILITIES

The individual Enterprises will be responsible for formulation, implementation, and oversight of technology programs in support of their strategic plan and consistent with the broad policy and guidelines provided by the TLC and EMB, and will serve as the principal interface with their specific technology customers. Core or common technologies will be the responsibility of specific enterprises as specified in Appendix B. The Enterprises will also be responsible for identifying and exploiting opportunities to transfer NASA technology to U.S. industry and for soliciting and assessing advanced concepts for major systems and architectures as described in Section 6.0. The Historically Black Colleges and Universities, the Small Business Innovation Research, the Other Minority Institutions, the Small, and Small Disadvantaged and Women-Owned Programs will be explicitly integrated into the enterprise technology programs.

Each Enterprise will implement a process for technology planning and development consistent with guidance from the TLC to support development of an Integrated Technology Plan for the Agency. These processes must be sufficiently uniform to enable efficient coordination of technology development across the agency, and must be consistent with the roles and responsibilities of Lead and Support Centers and Centers of Excellence as described in the Strategic Management Handbook.

6.0 ADVANCED CONCEPTS

NASA believes that advanced architectural and systems concepts are key to enable the agency to revolutionize the way that it plans and conducts future missions. These advanced concepts come from both internal and external sources and the OCT will establish a process to fairly assess and evaluate all advanced concepts. To accomplish this policy the OCT will establish and manage a virtual organization consisting of three elements.

First, each Enterprise will establish a process for soliciting and evaluating advanced concepts relevant to its mission from any source. These advanced concept studies will be an integral part of the technology planning process.

Secondly, the OCT will establish one or more Advanced Concepts Institutes at academic institutions that will also participate in the virtual organization. These institutes will serve as focal points for advanced concepts from the external science and technology community. Results of these studies will be reviewed by the Enterprises for incorporation into the ITP.

Lastly, the Executive Management Board of the Technology Leadership Council will designate a Lead Center for Advanced Concepts to establish the necessary hardware and software systems to link the individual Enterprise advanced concept activities and external institutes as nodes in a virtual organization. This network will enable complete technical and intellectual interaction among participants in all advanced concept studies. This Lead Center will also be responsible to the OCT for the administrative management of this organization.

The TLC will periodically review the activities and status of the Advanced Concepts Program.

7.0 IMPLEMENTATION PROCESS

7.1 Schedule

The following is the proposed schedule of events and milestones for implementing the Office of the Chief Technologist:

• The Office of Chief Technologist established by TBD 1996

• First meeting of the TLC by November 1996

• Working through the TLC, identify the Lead Center for the Advanced Concepts network and have the implementation complete by November 1996

• Prepare proposed restructuring of the TCAC for presentation to the NAC by November 1996

• Compile a complete inventory of the Agency’s technology programs across all enterprises by February, 1997

• Prepare Integrated Technology Plan by June, 1997 in time to influence FY 99 budget

• TLC will review the Enterprises technology implementation structures by March, 1997

7.2 Resources

The Office of the Chief Technologist will include 4 permanent positions (Chief, Deputy Chief, and Assistant Chief Technologist and Secretary) augmented by a limited number of detailed personnel. This level provides for an efficient organization to support the Office of the Chief Technologist’s functional responsibilities. Detailees to the OCT may be NASA employees and/or technology specialists from other government agencies (DOD, DOE, etc.), industry or academic institutions. The OCT will also rely on support from each Enterprise.

Budgetary resources shall be provided to the Office of the Chief Technologist to support the following activities:

• Travel and administrative costs associated with the OCT.

• The core elements of the Advanced Concepts Program. This includes support for the efforts of the Lead Center in establishing and maintaining the Advanced Concepts “virtual organization,” for the external Advanced Concepts Institute, and for related colloquia and symposia on advanced concepts topics.

• Costs associated with detailees to the OCT.

• Support for the rechartered Technology and Commercialization Advisory Committee

• Tasks and special studies conducted by the Aeronautics and Space Engineering Board or other boards of the National Research Council.

• Special studies, meetings and symposia sponsored by the Office of the Chief Technologist.

 

APPENDIX A. TECHNOLOGY LEADERSHIP COUNCIL

A.1 Purpose

The Technology Leadership Council is established to advise the Administrator on all aspects of technology related to all NASA programs. The Technology Leadership Council shall provide coordination of NASA’s technology activities and shall promote the effective public communication of NASA’s technology programs. The Technology Leadership Council will serve as a forum for reviewing Agency policies, priorities, practices, and issues, as they relate to technology activities; communicating and discussing technology goals and the national/international policies that guide their development; and coordinating the development of integrated strategic technology plans. The Council will participate in the Agency’s process of developing recommendations for technology priorities and a budget for technology within NASA. The Council will also incorporate agency-wide policy and requirements for both near and long term information technology, provided by the Chief Information Officer, into overall planning guidance. The Technology Leadership Council will report to the Administrator through the Office of the Chief Technologist.

A.2 Functions

1. Provide a continuing forum for bringing forth and reviewing agency-wide technology policies, practices, and issues.
2. Perform technology assessments and develop recommendations and processes for implementation approaches for agency-wide programs, which are not limited to, but generally include, the following areas:
   1. Technology policies and processes.
   2. Technology budget, including recommendations to the Capital Investment Council
   3. Technology priorities.
   4. Technology capabilities and practices.
   5. Advanced Technology Concepts Development.
   6. Small Business Innovation Research, Historically Black Colleges and Universities, Other Minority Institutions, Small Business Technology Transfer Pilot Program, Small, and Small Disadvantaged and Women- Owned Technology Programs.
   7. Balance of long-term, mid-term and near-term technology programs.
   8. Quality and content of technology program.
   9. Integrated technology planning.
   10. Coordination of technology activities, including external reviews.
   11. Proper balance between internal and external Agency activities.
   12. Technology Commercialization Process.
   13. Dissemination of technology program results both inside and outside the Agency
   14. Public communication of NASA’s technology program.

3. Evaluate and develop recommendations on specific technology and program issues upon request by the Administrator or the Office of the Chief Technologist.

A.3 Membership

a. Members of the Technology Leadership Council must be NASA employees.

b. (1) The membership of the Technology Leadership Council will include the Chief Technologist, the Deputy Chief Technologist (who will also serve as the Executive Secretary), the Associate Administrators for the Offices of Aeronautics, Life and Microgravity Science and Applications, Mission to Planet Earth, Space Science, and Space Flight, and the Comptroller. These members will also comprise the Executive Management Board of the council. Additional council members will include the NASA Center Directors (or appropriate representative), the NASA Chief Engineer, the NASA Chief Scientist, the Associate Administrator for Safety and Mission Assurance, and the NASA Chief Information Officer. The JPL Center Director will be included in an ex-officio capacity.

   (2) The Chairperson is authorized to establish subgroups to the Council on an ad hoc basis for the purpose of providing detailed evaluations of particular concerns in specific technology areas to assist the Technology Leadership Council in formulating recommendations to the Administrator. Members of subgroups will be NASA employees. JPL members and representatives from other government agencies may participate in an ex officio capacity.

c. The Technology Leadership Council will be chaired by the NASA Chief Technologist.

A.4 Meetings

Technology Leadership Council meetings will be held as needed, but at least quarterly. The Executive Management Board may meet more frequently, on an ad hoc basis, as required.

A.5 Duration

The Technology Leadership Council will remain in existence until 2 years from the date when it is established, whereupon it may be renewed on an annual basis. The Technology Leadership Council will conduct an annual review of its own activities.

 

APPENDIX B. SPECIFIC ENTERPRISE RESPONSIBILITIES

Each Enterprise will be responsible for the technology development activities that are specifically necessary to accomplish the goals of that Enterprise. The following responsibilities will be included:

-- Aeronautics

• All NASA aeronautics technology
• Administration of NASA’s SBIR program
• Management of the Agency’s technology transfer organization
• Reusable Launch Vehicles Programs
• Cross-cutting, common transportation-related technology

-- Human Exploration and Development of Space

• All technology required to support and assure safe and productive human activities in space including earth orbit, transit to other planetary bodies and operations on the surface of other planetary bodies
• Technology for transportation systems to support the expansion of human presence beyond Earth (excluding reusable launch vehicles)
• Technology to promote the commercial development of space including exploitation of the space environment and its resources
• Technologies required to support operations, including both ground and space elements
• Technologies needed to promote sustained US leadership in commercial communications

--Mission to Planet Earth

• All technology for the purposes of earth observation, including commercial remote sensing, encompassing the collection, management, exploitation and dissemination of earth observing information

-- Space Science

• All technology to enable and enhance scientific exploration and discovery in support of the Space Science Enterprises’ four themes of sun-Earth connection, solar system exploration, structure and evolution of the universe, and astronomical search for origins.
• Cross-cutting, common spacecraft-related technology supporting multiple missions across Enterprises to avoid duplication and exploit synergy (such as high efficiency solar arrays which support science as well as human exploration missions).