An Assessment of the SBIR Program at the National Aeronautics and Space Administration (2009) / Chapter Skim
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, the Department of Energy (DoE) , the National Aeronautics and Space Administration (NASA)
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This important caveat notwithstanding, the scope and diversity of the report's research should contribute significantly to the understanding of the SBIR program's multiple objectives, measurement issues, operational challenges, and achievements. This volume presents the committee's assessment of the SBIR program at the National Aeronautics and Space Administration.
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NASA has not yet adopted the Phase IIB or Phase II Plus or Fast Track option that exists at some other agencies. Program Management The NASA SBIR program has varied over the years in terms of how centralized it is.
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Extensive changes in management structures mean that data regarding past activities is of limited relevance in directly guiding current management. However, it provides a basis for NASA to judge if its orga nizational changes have improved the effectiveness of its SBIR program.
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Evaluation Culture NASA has initiated program analysis, experimentation, and evaluation, but a successful effort requires funding and management support over the long term. In 2002, NASA published the results of its Commercial Metrics project, which surveyed all Phase II firms and gathered the commercialization results of NASA SBIR projects.
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17.7 percent of those projects with revenues generate revenues greater than $1 million. • From 1983 to 1996, NASA SBIR projects created goods and services that generated over $2.3 billion in revenues in the private economy. • notable feature of NASA commercialization is that 46 percent of all A sales resulting from Phase II awards went to markets other than the fed eral government.10 C. SBIR Phase II projects result in substantially useful results for NASA, comparable to other NASA R&D.11 • According to a survey of NASA Contracting Officer's Technical Repre sentatives (COTRs) :12 Nearly two-thirds (63 percent)
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of the NRC Phase II Survey respondents reported having university participation in their projects. E. NASA SBIR provides substantial, frequently decisive, support for small businesses.16 • Firm Initiation. From the NRC Firm Survey, 20 percent of the NASA respondents stated that they were founded at least in part due to SBIR.
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NASA Figure S-2.eps frastructure focused on technology acquisition, not technology generation and diffusion. H. NASA does not provide an appropriate level of resources for assessing the program's performance.
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D. NASA should consider the creation of an independent Advisory Board.26 • This Advisory Board would draw together senior agency management, SBIR managers, and other stakeholders as well as outside experts to review current operations and achievements and recommend changes to the SBIR program. • The Advisory Board could be assembled on the model of the Defense Science Board (DSB)
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• Guided by regular assessments of outcomes, NASA should expand the NASA Alliance for Small Business Opportunities (NASBO)
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