The document summarizes the Innovative Partnerships Program (IPP) at NASA. IPP provides funding and partnerships to advance technologies through programs like SBIR/STTR, seed funding, and partnerships with industry/academia. The document outlines various IPP elements and initiatives, and provides examples of technologies funded by SBIR that were infused into NASA missions like Mars rovers, Hubble Space Telescope, and Deep Impact. It also summarizes the IPP Seed Fund, which leveraged $6.6M in funding into $28.3M in public-private partnerships across all NASA directorates.

1. Innovative Partnerships Program (IPP)
“What can IPP do for you?”
Project Management Challenge 2007
Team Building Blocks
February 6, 2007
1

2. Topics
• What is the Innovative Partnerships
Program (IPP)?
• What does IPP do?
• How does IPP help programs and
projects?
• How can I get IPP to help me?
2

3. Agency Organization
3

4. Innovative Partnerships Program (IPP)
• IPP provides leveraged technology investments, dual-use technology-
related partnerships, and technology solutions for NASA.
• IPP consists of the following program elements:
– Technology Infusion which includes the Small Business Innovative
Research (SBIR)/Small Business Technology Transfer (STTR) Programs
and the IPP Seed Fund;
– Innovation Incubator which includes activities such as Centennial
Challenges and new efforts to facilitate purchase from services from the
emerging commercial space sector; and
– Partnership Development which includes Intellectual Property
management, Technology Transfer, and new innovative partnerships.
• IPP enables cost avoidance, and accelerates technology maturation.
• IPP increases NASA's connection to emerging technologies in the
external communities, enables targeted positioning of NASA's
technology portfolio in selected areas, and secure NASA's intellectual
property to provide fair access and to support NASA's strategic goals.
• Dual-use partnerships and licensing create socio-economic benefits
within the broader community through technology transfer.
4

5. Policy and Statutory Authority for IPP
• National Aeronautics and Space Act of 1958
• Bayh-Dole Act of 1980
• Stevenson-Wydler Technology Innovation Act of 1980
• Federal Technology Transfer Act of 1986
• Small Business Innovation Research Development Act of 1982
• NASA Authorization Act of 2005
• Several other statutes
• NASA 2006 Strategic Plan
5

6. FY 2008 Budget Request
6

7. IPP Themes
What are our primary roles?
• Facilitator
– Bringing parties together, both inside and outside the agency.
– Bridging communication gaps to improve the value we can provide
to the agency.
• Catalyst
– Acting as a pathfinder for implementing new things – change agent.
– Creating new partnerships.
– Demonstrating effectiveness of new approaches and methods.
How do we approach an issue?
• We are always seeking to add value towards Agency priorities and
objectives
• Mindset must be “No” we
– “Yes” we can do this “if” can’t do this
“because”
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8. Partnership Model
Other…..
Academia
National Laboratories
Partnership Other Gov’t Agencies
Mechanisms Industry
NASA Offerings Partner Offerings
• $ Funding • Technology
• FAR Contracts
• Facilities use • Services
• Comm’l Contracts
• Technology use • Innovation
• Grants
• Expertise access • Expertise
• Coop Agreement
• Brand Association • Intell. Property
• Space Act Agr
• Product Validation • Outreach
• MOU
• Space Env’t Access • $ Funding
• MOA
• Intellectual Property • Facilities
• Licensing
• Other • Other
• Other
… • … …
A. Incurred ‘Cost’ of offerings C. Incurred ‘Cost’ of offerings
B. Perceived ‘benefit’ to partner D. Perceived ‘benefit’ to NASA
from NASA offerings from partner offerings
Value of partnership to NASA = D/A Value of partnership to Partner = B/C
8

9. Partnership Model – Value Proposition
[perceived benefit to cost of partnership]
High
[Ben/Cost>>1]
Innovative partnerships
Moderate
[Ben/Cost>1]
Value to NASA
Standard partnership mechanism
Low No partnership potential
[Ben/Cost<1]
Low Moderate High
[Ben/Cost<1] [Ben/Cost>1] [Ben/Cost>>1]
Value to Partner
[perceived benefit to cost of partnership]
• IPP objective should be to maximize partnership value for both
NASA and partner.
• Refer back to the partnership model for value and ask:
– What impact will this aspect of the partnership have on value?
– What are other opportunities to increase value?
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10. Innovative Partnerships Program Office
Director
Deputy Director
Secretary
Staff Functions
Resources Management
Administrative Officer
Chief Technologist
Communications
Innovation Incubator Partnership
Technology Infusion Development
Enterprise Engine Technology Transfer
SBIR/STTR
Centennial Challenges Intellectual Property
Seed Fund
New Activities New Innovative Partnerships
IPP Offices at each of NASA’s Field Centers
ARC DFRC GRC GSFC JPL JSC KSC LaRC MSFC SSC
10

11. SBIR/STTR: 3-Phase Program
• PHASE I
– Feasibility study
– $100K award
– 6 months duration (SBIR)
– 12 months duration (STTR)
• PHASE II
– Technology Development
– 2-Year Award
– $750K (SBIR/STTR)
• PHASE III
– Technology Infusion/Commercialization Stage
– Use of non-SBIR Funds
– Ability to award sole-source contracts without
JOFOC based on specific SBIR authority –
NASA and NASA primes
11

12. SBIR Programmatic Profile
* FY06 program Budget Awarded in FY07 (September 06)
** FY07 President’s Budget Request
12

13. STTR Programmatic Profile
* FY06 Budgeted Awards actually made in FY07 (September 06)
** FY07 President’s Budget Request
13

14. SBIR Transition
• Focus on Technology Infusion
• Work closely with Mission Directorates to incorporate SBIR
investments as an integral component of their technology
roadmaps
• New Level III Centers will have key roles in performing this work
with the Mission Directorates, providing a decision support and
analysis role to help the Mission Directorates prioritize and make
the best technology investment decisions.
• Proposed alignment is a hybrid approach with key relationships
between Level III Centers and Mission Directorates, but also some
crosscutting areas assigned to Level III Centers that require
coordination and prioritization across multiple Mission
Directorates.
Level III Ctr. GRC JPL ARC LaRC
Mission Dir. ARMD SMD SOMD ESMD
Crosscutting Comm Smallsats
(SOMD/ESMD/SMD) (ESMD/SMD/SOMD)
Human Life Sciences
(ESMD/SOMD)
14

15. SBIR Technologies on Mars Exploration Rovers
Yardney Technical Products
of Pawtucket, Connecticut
developed lithium ion batteries
with specific energy of
>100Wh/kg and energy density
of 240 Wh/l and long cycle life.
Subsequently, they won a large
Air Force/NASA contract to
develop batteries for space
applications. They are
supplying the batteries for the
2003 Mars Rovers.
Maxwell Technologies of San Starsys Research of
Diego, California fabricated and Boulder, Colorado
tested an ASCII chip with single developed several paraffin
event latch up protection based heat switches that
technology. Innovation enables the function autonomously.
use of commercial chip technology Heat switches control
in space missions, providing higher radiator for electronics
performance at a lower cost. package on Mars 2003
Supplying A to D converter for Rovers.
Mars 2003 Rovers.
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16. 16

17. NASA SBIR Contributions to the AURA Mission
Composite Optics
Provided light weight, large
aperture reflector of graphite
reinforced composite material
with high surface accuracy for
the MLS
DeMaria Electrooptics
Under a $6.5 million contract with
JPL, the company provided a
terahertz radiometer for the MLS
Spaceborne
The company supplied two
correlator chips that make the
Seaspace
analog to digital signal
conversion and clean up the Corporation
signal received by MLS Developed low cost system
that makes it possible for
universities and other
purchasers to receive the data
transmissions from AURA
17

18. 18

19. SBIR Technologies on Deep Impact Mission
Barr Associates Scimeasure Analytical Systems
Provided optical filters for filter wheels The highest quality images from a ground observatory
and a dichroic beam splitter located in were made possible by wave front sensor cameras from
mission instruments on the flyby Scimeasure Analytical Systems. These cameras are key
spacecraft. These instruments gathered to the adaptive optics at the Palomar Observatory where
images that will be used to analyze the astronomers continue to track the consequences of the
results of the material ejected by the impact on comet Tempel 1.
impact and the crater created by the
impact.
Composite Optics
High Resolution Instrument Provided three telescope structures constructed
from light weight, thermally stable composite
materials. The structures were for the medium and
high resolution imaging instruments on the flyby
spacecraft and the telescope (not shown) on the
Medium Resolution Instrument impactor.
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20. Miniature Cryogenic Turboalternator
(for Hubble Space Telescope)
INNOVATION
• Developed miniature, high speed,
vibration free turboalternator
ACCOMPLISHMENTS
• Creare, Inc of Hanover, NH developed
high speed shaft in cryogenic gas
bearings; high precision, and automated
miniature rotor fabrication techniques.
• Demonstrated operations at 50° Kelvin.
• Successful installation and operation of
a 75° Kelvin cooler on Hubble Space
Telescope NICMOS instrument.
20

21. Phase III SBIR Contracting
• Congress provided authority to allow funding of SBIR firms with
Phase III contracts on a sole-source basis without need for a
JOFOC.
• Congress specifically intended that not only NASA, but prime
contractors be able to easily utilize SBIR firms for subcontracts.
• The SBA’s SBIR Policy Guide indicates that:
– “…Congress intends that agencies or…..Government prime
contractors that pursue R/R&D or production developed under the
SBIR program, give preference, including sole source awards, to
the awardee that developed the technology.”
• If an SBIR firm has a technology that is appropriate for use under a
prime contract, the Prime can non-competitively award a
subcontract and use the SBIR Phase III status as justification.
• The Policy Guide states “The competition for SBIR Phase I and
Phase II awards satisfies any competition requirement of …the
Competition in Contracting Act…..”
• This may simplify the documentation required for a subcontract
and expedite award.
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22. IPP Seed Fund
• The IPP Seed Fund has been established to enhance NASA’s
ability to meet Mission capability goals by providing leveraged
funding to address technology barriers via cost-shared, joint-
development partnerships.
• The IPP Office at NASA HQ provided a Seed Fund Announcement
of Opportunity to all NASA centers and received 76 proposals.
• All Seed Fund proposals, to be executed over a period of one year,
were developed through the collaboration of three principal
partners:
– a Partnership Manager (Center IPPO);
– a Co-Principal Investigator (NASA Program or Project Office); and
– an External Co-Principal Investigator (Private Sector, Academia,
Government Lab).
• There were three principal criteria for selection:
– relevance and value to NASA Mission Directorates,
– scientific/technical merit and feasibility, and
– leveraging of resources.
• All proposals were reviewed by a HQ team of IPP and Mission
Directorate experts, and 29 proposals were selected for funding.
22

23. IPP Seed Fund
• The technology landscape covered by the successful proposals
embraced the needs of all four of NASA’s Mission Directorates.
• An additional highlight of the Seed Fund effort was the leveraging
of funds as a result of contributions from the three partners.
– $6.6 million of IPP Office funds,
– $7.5 million came from Program, Project, Center funds, and
– $14.2 million came from External Partner funds.
• An investment of $6.6 million by IPP facilitated the generation of 29
partnerships and was leveraged by more than a factor of four,
providing a total of $28.3 million for the advancement of critical
technologies and capabilities for the Agency.
• The IPP Office plans to continue the Seed Fund with an annual
process for selecting additional innovative partnerships for
funding, to address the technology priorities of NASA’s Mission
Directorates.
23

24. Seed Fund TRL Advancement
10
9
Current TRL
8 TRL Post-Seed Fund
7
Numbers of Seed Fund Projects
6
5
4
3
2
1
0
TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9
24

25. IPP Seed Fund – Proposals Selected
IPP
Center Proposal Title $ (K) ARMD ESMD SMD SOMD
ARC Electronic Progonostics for Critical Avionics Systems $250
Integrating Sensor Suites and Rover Systems for Surface Prospecting: Enabling ISRU by
ARC Human-Robot Teams $250
A Lunar Communication and Navigation Satellite Network Architecture--Internet Protocol,
ARC Lasers and Small Satellites $250
Concept Study for the Application of Phase Diversity-Only Adaptive/Lightweight Optics to
ARC NASA Science Missions
Mission Directorate Table
The Development and Investigation of the First Stage Of a Highly Reliable Reusable Launch
$250
DFRC System $250
GRC Alternative Fuels for Next Generation Combustor Applications $250
New Lithium-ion Batteries with Enhanced Safety and Power Density for Future NASA and
GRC Aerospace Missions $250
Lunar Communications for Exploration Activities Inside Craters: Non-line of Sight
GRC Communication of the Moon without a Lunar Relay $250
Infusing Environmental Knowledge into Decision Support and Planning Tools for Exploration
GSFC Mission Operations $242
GSFC Lightweight, Cryostable, Low-Cost Mirrors for the Next Generation of Space Telescopes $241
GSFC Development of a Continuous ADR and Integrated Control Electronics $175
GSFC Large Focal Plane Technology For Simultaneous Imaging and Guiding $250
JPL High Performance Amplifiers for Science Instruments $250
JPL Joint Hardware in the Loop Solid Propulsion Landing System Demonstration $250
JPL Real-time multi-mission autonomous onboard GN&C Instrument $400
JSC Multi-Terrain Loader for Lunar Surface Requirements Development $250
JSC Exploration/National Science Foundation (NSF) Habitat Field Demonstration $250
KSC Self-Healing Wire Insulation - Preventing Wiring Failures $110
KSC Cryo-TrackerØ Mass Gauging System Hardware and Flight Qualification Risk Reduction $250
LaRC Technologies for Cabin Noise Reduction $250
Four-Dimensional Flight Management to support the Next Generation Air Transportation
LaRC System (NGATS) $250
Inflatable Technologies Advancement: Aero Performance Testing of High-Mach Decelerators
LaRC and Materials Development for Inflatable Aeroshells $250
LaRC Space Radiation Analysis Tool $150
Remote Sensing of Temperature and Pressure for Improved Retrievals of Atmospheric
LaRC Constituents $250
Validation of Cryogenic Composite Over-Wrapped Pressure Vessels and All-Composite
MSFC Cryogenic Tanks Suitable for use in New Launch Vehicles $250
MSFC Fiber Reinforced Urethane Foam Development $185
GA-ISHM Root Cause Analysis Expansion Program- Intelligent Integrated System Health
SSC Management (I2SHM) $125
PWR - Test-Stand and J2X Engine End-to-End Integrated System Health Management
SSC (ISHM) Capability $90
ASRC/PSU - Ground Operations Health Management (GOHM) - A Framework for Intelligent
SSC Integration of Technologies $165
Total IPP Funding $6,633 $1,250 $2,417 $2,066 $900
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26. NASA’s Connection to Prizes
Early European Aviation Prizes Led To The Creation of NACA
• The progress of European aviation due to prizes and
competitions became troubling to US observers.
• Dr. Albert F. Zahm, head of the revived Smithsonian
aeronautical laboratory originally founded by Samuel
Pierpoint Langley, was dispatched to Europe along with Dr.
Jerome C. Hunsaker of MIT to study the situation there.
• Zahm’s report, issued in 1914 emphasized the disparity
between European progress and American inertia.
• The report led to the creation of the Advisory Committee for
Aeronautics (later known as the National Advisory
Committee for Aeronautics or NACA), the predecessor of
NASA.
– Source: Bilstein, Orders of Magnitude A History of the NACA and NASA, 1915-1990,
NASA SP-4406,National Aeronautics and Space Administration, Washington, DC,
1989.”
26

27. How Do Prizes Benefit NASA?
Increased Participation
by New Sources of
Innovation
Leveraging of Tax-
Payers’ Dollars
Innovative Technology
Development to Meet
NASA’s Needs
Increased Awareness
of Science and
Technology
Hands-on Training for
Future Workforce
27

28. CC Competitions in 2007
Competition Purses Comp. Date Personal Air Vehicle Challenge
Personal Air Vehicle Challenge
Astronaut Glove $250K April ’07
Regolith Excavation $250K 12 May ’07
Personal Air Vehicle $250K 4-12 August ’07
Regolith Excavation Challenge
Regolith Excavation Challenge
Beam Power $500K October ‘07
Tether $500K October ’07
Lunar Lander $2M October ’07
MoonROx (possible) $250K Exp. June ’08
Tether Challenge
Tether Challenge
Astronaut Glove Challenge
Astronaut Glove Challenge
Beam Power Challenge
Beam Power Challenge
MoonROx Challenge
MoonROx Challenge Lunar Lander Challenge
Lunar Lander Challenge
28

29. Commercial Space
• One of NASA’s six agency-level goals is to encourage appropriate
partnerships with the emerging commercial space sector.
• The Innovative Partnerships Program (IPP) plays an important role – as
both facilitator and catalyst – towards achieving that NASA goal.
• IPP has been tasked to fulfill the role of being a single point of entry into
NASA, for outside organizations seeking to partner with or provide services
to NASA related to commercial space.
– In this role, IPP will be a facilitator, seeking to connect outside capabilities
and interests with internal needs and interests at HQ and the Centers – the
goal is to make it easier for outside organizations to partner and work with
NASA.
• IPP has also been tasked to demonstrate the purchase of services from the
emerging commercial space sector – for parabolic aircraft flight and
suborbital flight – with those services to be used for microgravity research,
technology development and training.
– IPP is working with NASA’s Shared Capability Assets Program (SCAP) and
the Glenn Research Center (GRC), who are preparing a solicitation to
establish an IDIQ contract for parabolic aircraft services.
– IPP will offer funds and seek leveraging through partnerships, to use this
contractual mechanism and demonstrate the business model for purchasing
services to support NASA’s research and technology needs.
29

30. Innovation Transfusion
• There is significant potential for NASA to learn and benefit from innovation
occurring outside the agency
• Some potential is being realized on ad hoc basis across the agency
• IPP proposes a focused activity to more strategically realize this potential
– Identify strategic areas of innovation that would benefit the agency
– Identify target organizations to transfuse that innovation from
– Identify key individuals with relevant expertise to participate
• Innovation Transfusion would have three components:
– Innovation Ambassadors
• Assignment of NASA personnel to innovative orgs outside the agency to
experience innovative practices first hand and bring that knowledge
back to the agency
– Innovation Field Visits
• Regular visits to innovative orgs, with focused objectives to exchange
ideas and practices in particular areas of innovation with strategic
interest to NASA (e.g. Innovation Ambassador hosts)
– Agency Dissemination
• Use existing communication mechanisms to disseminate lessons
learned and best practices to a broader agency audience
30

31. Partnership Activities in FY06
• During FY 2006, the Innovative Partnership Program (IPP) facilitated
many partnerships and agreements, as summarized below:
– Over 200 partnerships with the private sector, federal and state
government, academia, and other entities for dual use technology
development and reimbursable use of NASA facilities.
– Over 50 license agreements with private entities for commercial and
quality of life applications of NASA developed technology.
– Reporting of more than 750 new technologies developed by NASA civil
servants and contractors, and evaluation for patent protection.
– More than 400 agreements for commercial application of software
developed by NASA.
• Technologies include biotechnology, chemicals, communications,
computing, electronics, energy conversion, instrumentation, materials,
optics, propulsion, and robotics.
• In addition to NASA mission relevance, public benefits are expected
in agriculture, communications, energy conversion and use, environ-
mental protection, health and medicine, information technology,
machinery & manufacturing, and public safety.
31

32. GPS Technology Transfer and Industry Partnership
Sample of Return on Investment at JPL
NASA Seed Investment Tech Transfer/ Broad Benefits to NASA
Investment from Outside NASA
• GPS science receiver
1990’s: ~$0.5M/year for Technology transfer to industry Industry provides BlackJack-
developing BlackJack receiver enabled low-cost, COTS receiver. based science receivers to
Investment by industry ~$10M Jason, ICESat,OSTM, COSMIC
• Real-Time GIPSY (RTG) software
Mid 90’s: ~$0.5M total for 1995-2000: $0.5M/year from FAA RTG is NASA Software of the
software development to mature RTG, support WAAS. Year 2000; RTG powers GDGPS
• Global Differential GPS 2001-present: ~$8M from industry • Real time sea height from Jason-1
(GDGPS) System and DoD for operational GDGPS • Free global access to GDGPS
System. corrections through Inmarsat
2000-2002: $500K/year for a
Investment by Industry outside JPL ($1M/year value)
prototype
in GDGPS-related infrastructure • Real time airplane positioning
Partnership highlights: and services: ~ $20M enables UAV-SAR mission
Non-NASA funding,1996 - 2006: ~$20M • TDRSS Augmentation Service for
Software royalties, 1996 - 2006: ~$5M; Satellites (TASS) enabled
Awards: Space Technology Hall of Fame, 2003 • Real-time atmospheric sensing
from COSMIC constellation
Y. Bar-Sever, S. Lichten JPL. January 2007 32

33. Spectral Imaging Partnerships
NASA Investment Tech Transfer/Partnerships Benefits to NASA
Airborne AVIRIS Imager Airborne Compact Imager Airborne Compact Imager
• NASA funded airborne whisk • Partnership with another agency • NASA selects advanced push
broom spectrometer to develop a new airborne broom, compact spectrometer
spectrometer (MaRS) (Moon Mineralology Mapper) for
• Built in 1989 and operated
joint NASA/ISRO experiment
through present • MaRS uses Offner and push
broom design for improved • Based on MaRS design
performance metrics
• 24 month build
(radiometric precision,
uniformity, simplicity, reliability) • Launch in 2008
• Partner provides $10M in
funding to increase technology
from TRL 3 to 7
• 24 month build
• Demonstrated in 2006
33

34. Program and Project Benefits
• This letter expresses my personal appreciation for the support that
your Innovative Partnerships Program Office (IPPO) has provided
to the Exploration Launch Office (ELO) at the Marshall Space Flight
Center (MSFC) during FY06.
• Thanks to the support, we have been able to attract external
partners to work with us in advancing technologies that would
otherwise not have been pursued. These technologies will
certainly enhance our ability to meet the challenges we face in
meeting the goals of the Agency.
– Hardware Maturation and Cryogenic Testing of an Optical
Cryogenic Mass Flow Sensor
– Magnetostrictive Regulator Development
– Thermal Stir Welding (TSW) Development
– Validation of Cryogenic-Composite Over-Wrapped Pressure
Vessels
– Prototype Development and Technology Demonstration of
Apparatus for Reading Two-Dimensional Identification Symbols
Using Visual and Sensing Technologies
Steve Cook, Manager, Exploration Launch Office
34

35. Partnering with Other Agencies
• Partnership with NIST
– Collaborate on advanced nanotechnology research, helping lead to
further advancements in NASA missions
• Chemical sensors, biosensors, electronic devices and circuits,
and architectures for electronics, health care, and other fields
– Grants NASA access to NIST’s $235 million nanotechnology
research facilities
• What GSFC IPP Office Did
– Identified NIST as a nano match for GSFC
– Negotiated terms of agreement
“By having access to these state-of-the-art facilities and
capabilities at NIST, Goddard can focus its resources on the
validation of these miniaturized technologies to accelerate
their maturity for space flight applications supporting scientific
research and NASA’s vision for space exploration.” Peter
Hughes, GSFC Chief Technologist
35

36. Partnerships with Industry
• Partnership with Lake Shore Cryotronics
– Company will manufacture GSFC-developed continuous adiabatic
demagnetization refrigerator (ADR)
– Provides lower cost source for continuous ADRs than in-house
manufacturing (Mars exploration, Constellation X)
• What GSFC IPP Office Did
– Targeted technology for licensing that will lead to COTS product for
NASA
– Promoted technology at partnership-development workshops and
conferences (Lake Shore connection)
– Facilitated discussions between GSFC innovator and Lake Shore
– Negotiated license
– Additional development to advance TRL through Seed Fund
“The IPP Office was extremely helpful in identifying companies
interested in licensing the ADR and then negotiating patent
rights and other issues that allowed the licensing to go forward.
And the Seed Fund award is coming at an ideal time. Without it,
we would have had to shut down our work, which would have
compromised future efforts and missions.” Peter Shirron, GSFC
innovator
36

37. Conclusion
• IPP can provide benefits to NASA’s programs and
projects in many ways.
• We’ve got a highly dedicated workforce at each of
the ten Field Centers wanting to help you.
• How can you tap into this resource?
• IPP Website
– http://www.ipp.nasa.gov/
• Contact the IPP Chief at your Field Center to
follow up on any potential areas of interest.
37

38. Center IPP Chiefs
Center Name Email Phone
ARC Rich Pisarski rpisarski@mail.arc.nasa.gov (650) 604-0149
DFRC Gregory Poteat greg.poteat@dfrc.nasa.gov (661) 276-3872
GRC Kathy Needham Kathleen.K.Needham@nasa.gov (216) 433-2802
GSFC Nona Cheeks Nona.K.Cheeks@nasa.gov (301) 286-8504
JPL Ken Wolfenbarger james.k.wolfenbarger@nasa.gov (818) 354-3821
JSC Michele Brekke michele.a.brekke@nasa.gov (281) 483-4614
KSC Dave Makufka David.R.Makufka@nasa.gov (321) 867-6227
LaRC Marty Waszak m.r.waszak@nasa.gov (757) 864-4015
MSFC Jim Dowdy Jim.Dowdy@nasa.gov (256) 544-7604
SSC John Bailey John.W.Bailey@nasa.gov (228) 688-1660
38