NOJMO FFRDC Presentation.pdf

Industry Engagement Day

July 29, 2025

NASA Follow-on Federally Funded

Research and Development Center at the Jet Propulsion Laboratory

Housekeeping Aneesah K. Vaughn, NOJMO Procurement Analyst

These slides are for information and planning purposes only. No solicitation exists at this time.

This presentation shall not be construed as a commitment by the Government or as a comprehensive description of any future requirements.

If a solicitation is released, it will be synopsized on SAM.gov, as defined by FAR 2.101.

Responses to questions provided during today’s panel discussion are not the official Government response.

Official responses to questions will be reviewed and posted through an amendment on SAM.gov.

QRC is open through August 28, 2025.

Q & A S E S S I O N

Submit questions via Quick

Response code!

Restrooms: Located near the security desk and in the east lobby hallway.

Evacuation Muster Points:

• Main area: South on 4th Street near the school.

• East Lobby exit: Muster near the Metro on 3rd Street.

Shelter-in-Place:

• For weather: Move to interior areas of the building.

• For other threats: Remain in place if evacuation isn’t safe lock and block the door.

F A C I L I T Y A N D S A F E T Y I N F O R M AT I O N

Emergency Contact Number (not 911):

• 202-358-1616 or x1616 from a house phone.

Medical Support: AEDs available on all floors; Doctor/Nurse located on the concourse level.

Agenda Welcome & Opening Remarks Casey Swails, NASA Deputy Associate Administrator

Welcome & Opening Remarks Andrea I. Razzaghi, Director of the NASA Office of

JPL Management and Oversight (NOJMO)

Purpose of Industry Engagement &

Acquisition Strategy Preview

Kameke Mitchell, Director of the Procurement

Strategic Operations Division (PSOD) and

NOJMO Head of the Contracting Activity (HCA)

9:05 - 9:10 AM

9:10 - 9:30 AM

9:30 - 9:40 AM

Agenda Science Mission Directorate (SMD) Dr. Wanda C. Peters, Deputy Associate Director for Programs

Space Communication and Navigation (SCaN) Ben Ashman, Deputy Program Manager for Mission and Stakeholder Engagement for NASA’s SCaN

NASA JPL’s Institutional Role Office of the Chief Information Officer (OCIO) - Lara

Petze, OCIO JPL Liaison

Mission Support Directorate (MSD) – Denise Thaller, Acting Assistant Administrator for NASA's Office of

Strategic Infrastructure (OSI)

Break

9:40 - 9:55 AM

9:55 - 10:10 AM

10:10 - 10:45 AM

10:45 - 11:30 AM

FFRDC Role at NASA JPL Programmatic Overview

FFRDC Role at NASA JPL Institutional Overview

Key Requirements and Capabilities (Q&A Panel) Capability Stakeholders (Programmatic & Institutional) Facilitator: Lawrence Miller SMD – Dr. Wanda C. Peters SCaN – Ben Ashman CIO – Lara Petze MSD – Denise Thaller

Acquisition Schedule and Procurement Process/Milestones and Opportunities for Engagement Rosalía Toberman, Contracting Officer

11:30 AM –

1:30 PM

1:45 - 2:00 PM

FFRDC Role at NASA JPL Institutional Scope Overview

Break1:30 - 1:40 PM

Small Business Opportunities and Teaming Consideration Dwight Deneal, AA for the Office of Small

Business Programs

2:00 - 2:15 PM

Closing Remarks and Next Steps Andrea I. Razzaghi, Director of NOJMO

2:15 – 2:30 PM

FFRDC Role at NASA JPL Institutional Scope Overview

Networking and Informal Meet-and-Greet2:30 - 4:00 PM

Welcome & Opening Remarks

Casey Swails

NASA Deputy Associate Administrator

Andrea I. Razzaghi

Director of the NASA Office of JPL Management and Oversight

Casey Swails

NASA Deputy Associate Administrator

W E L C O M E & O P E N I N G R E M A R K S

Andrea I. Razzaghi

Management and Oversight (NOJMO)

• NASA is the sponsor of the FFRDC located at the Jet

Propulsion Laboratory (JPL) in Pasadena, California.

• NOJMO serves as the NASA Headquarters (HQ) on-site Government organization responsible for contract management, institutional oversight, and ensuring regulatory compliance of contractor operations in accordance with 48 CFR 35.017.

• JPL fulfills NASA’s long-term, strategic technical needs that cannot be met as effectively by existing in-house or contractor resources.

• As an FFRDC, JPL is required to operate in the public interest with objectivity and independence, free from organizational conflicts of interest, and with full transparency to NASA.

• NOJMO’s oversight ensures JPL maintains this standard while supporting missions of national and global significance.

S I G N I F I C A N T A C C O M P L I S H M E N T S

NASA’s FFRDC at JPL has played a pivotal role in some of the most historic and technically challenging missions in the Agency’s portfolio, including:

Technology Innovation:

Advancing AI, autonomy, and sensor technologies for future exploration.

These achievements underscore the indispensable value of the FFRDC model in delivering cutting-edge solutions aligned with NASA’s long-term science and exploration goals.

Mars Perseverance Rover

& Ingenuity Helicopter:

Demonstrating groundbreaking autonomous navigation and the first powered flight on another planet.

Europa Clipper & Psyche

Missions: Expanding NASA’s planetary science reach to understand the origins and composition of celestial bodies.

Earth Science & Climate

Monitoring Missions:

Providing critical data for understanding climate dynamics and informing policy.

Deep Space Network

Modernization: Supporting real-time communications for over 100 deep-space missions.

Purpose of Industry Engagement & Acquisition Strategy Preview

Kameke Mitchell

Director of the Procurement Strategic Operations Division (PSOD)

Kameke Mitchell

Director of the Procurement Strategic

Operations Division (PSOD) and NOJMO Head of the Contracting

Activity (HCA)

P U R P O S E O F I N D U S T RY E N G A G E M E N T & A C Q U I S I T I O N S T R AT E G Y P R E V I E W

Acquisition Background

• NASA’s relationship with JPL as its Federally Funded Research and Development Center (FFRDC) spans over six decades, historically administered through a Cost-Plus-Fixed-Fee (CPFF) contract. This structure has supported long-term mission continuity and incentivized technical excellence.

• In accordance with FAR 35.017, NASA is required to perform a comprehensive review of the FFRDC every five years to determine the use and need for the FFRDC. To initiate this process, a public synopsis has been issued on SAM.gov to evaluate the continued need and invite open industry interest.

A C Q U I S I T I O N B A C K G R O U N D

Historical Investment

• NASA’s average annual obligation is approximately $2.6 billion, reflecting the breadth of missions executed by the FFRDC.

This includes planetary exploration, Earth science, deep space communications, and advanced R&D.

I N T E N T O F E A R LY I N D U S T R Y E N G A G E M E N T

Shape acquisition priorities through early and informed industry insight

Encourage the formation of teams across industry, academia, and nonprofit sectors

Identify innovative, cost-effective solutions that may be overlooked through traditional procurement pathways

Reduce downstream risk by embedding external perspectives early in the acquisition lifecycle

Looking Ahead – Seeking Innovation

• NASA is actively exploring new contracting models and acquisition strategies to strengthen mission assurance, accountability, and agility in support of evolving space priorities.

Your feedback will inform:

• Enhanced governance and oversight approaches

• Models that preserve technical objectivity while enabling deeper collaboration

• Strategies that promote innovation

• A vision for a next-generation FFRDC contract aligned with today’s commercial and academic landscape

PA R T N E R I N G T O S H A P E N A S A’ S F F R D C O F T H E F U T U R E

Open and Mission-Aligned

• Equitable opportunity for both established institutions and emerging entrants

• Support for cross-sector teaming and new partnerships

• A transparent process where early industry engagement helps shape the final solicitation structure and evaluation criteria

N A S A’ S C O M M I T M E N T T O A FA I R A C Q U I S I T I O N

FFRDC Role at JPL

Programmatic Overview

Dr. Wanda C. Peters

Deputy Associate Director for Programs

S C I E N C E M I S S I O N D I R E C T O R AT E

Overview of NASA’s Science Missions

NASA Industry Engagement Day, 7/29

Dr. Wanda C. Peters, Deputy Associate Administrator for Programs

Key Science Themes

JPL Fleet Chart

SMD Portfolio – Flight Program Management

SMD Portfolio – Research & Analysis (R&A)

JPL Tiers Document

SMD Divisions & Cross-Collaboration

Science Fleet Chart

PROTECT & IMPROVE LIFE

ON EARTH & IN SPACE

SEARCH FOR LIFE

ELSEWHERE

DISCOVER SECRETS

OF THE UNIVERSE

K E Y S C I E N C E T H E M E S

EARTH SCIENCE

BIOLOGICAL &

PHYSICAL SCIENCE

HELIOPHYSICS PLANETARY SCIENCE

ASTROPHYSICS

PLANT STUDIES

SPACE WEATHER

SOLAR WIND

EXOPLANETS

S M D D I V I S I O N S & C R O S S - C O L L A B O R AT I O N

JPL PROJECTS

SMD R&A programs support the development and maturation of technology; the analysis of archival data; the development of theory, fieldwork, laboratory work, and specific research for missions;

and the integration of multiple data sets to enable the integrated modeling of complex systems.

• The different types of proposals issued by SMD include:

• Solicited but noncompetitive (rare)

• Solicited competitive

• Solicited single-source

• Unsolicited

• The different types of awards issued by SMD include:

• Grants

• Cooperative Agreements

• Contracts Screenshot of Proposal Cycle from SMD Management Handbook

S M D P O R T F O L I O – R E S E A R C H & A N A LY S I S ( R & A )

SMD Portfolio – Flight Program

Management

There are 4 different program structures:

• Single-Project

• Uncoupled

• Loosely Coupled

• Tightly Coupled

Within those program structures are projects, which are categorized by Mission Category (Category 1-3) and Risk Class (ClassA– D).

The SMDportfolio manages 145 projects through each Project Life Cycle, beginning at Pre-

Formulation and completing in Extended

Operations.

At a glance, the SMD ScienceFleet includes:

• 42 Category 1 missions

• 41 Category 2 missions

• 62 Category 3 missions

Abreakdownof the SMD ScienceFleet is below:

• 4 Pre-Formulation (Pre-PhaseA)

• 25 Formulation (PhasesA& B)

• 28 Implementation (PhasesC& D)

• 33 Operations (Phase E)

• 55 Extended Operations (Phase EExtended)

Screenshot of Project Categorization Guidelines from NPR 7120.5F

Screenshot of JPL Long-Term Capability/Capacity Strategy Document

The SMD Long-term Capability/Capacity Strategies (AKA Tiers) was developed in alignment with the 2020-2024 Science Plan, Priority 3/Strategy 3.1 “Actively engage with the NASA Centers to make more informed strategic decisions that further NASA’s scientific goals and are aligned with each Center’s unique capabilities.”

The SMD Tiers Strategy:

• Evaluates Center capabilities with honest assessments of where they stand on a national/international level. Prioritizes a narrow set of technical capabilities for current and future high-priority investments.

• Provides Centers with insight into what is considered lower priority for future strategic planning.

S M D L O N G - T E R M C A P A B I L I T Y / C A P A C I T Y S T R AT E G I E S ( A K A T I E R S )

From NPR7120.5F https://nodis3.gsfc.nasa.gov/npg_img/N_PR_7120_005F_/N_PR_7120_005F_.pdf https://nodis3.gsfc.nasa.gov/npg_img/N_PR_7120_005F_/N_PR_7120_005F_.pdf

12JPL-Provided Fleet Chart

Space Communication and Navigation (SCaN)

Ben Ashman

Deputy Program Manager for Mission and

Stakeholder Engagement for NASA’s SCaN

S C I E N C E M I S S I O N D I R E C T O R AT E

Madrid, Spain

Blossom Point, MD

WG1, WG2, Wallops Island, VA

Launch Range, FL

ASF, AK

NOAA, AK

MGS

McMurdo Ground Station, Antarctica

Guam Remote

Ground Terminal

White Sands

Complex, NM

North Pole, AK

SSC Hawaii

KSAT

TrollSat, Antarctica

SSC

Dongara, Australia

KSAT

Singapore

SSC

Hartebeesthoek, South Africa

KSAT, Norway

SSC Kiruna, Sweden

Hawaii

Table Mtn, CA White Sands, NM

Punta Arenas, Chile

Svalbard, Norway

*DAEP Ka-band Upgrades

LEGS 1, White Sands

LEGS 3,

Australia

LEGS 2,

Matjiesfontein, South Africa

SSC Santiago, Chile

NASA Deep Space Network (DSN)

NASA Near Space Network (NSN)

Commercial Stations Supporting NSN

Optical

Lunar Exploration Ground Sites (LEGS)

F6

F12

F13 F7

F8

F10

F11

Canberra, Australia (DSN) *DAEP Ka-band Upgrades

Goldstone, CA (DSN) *DAEP Ka-band Upgrade

Global Network Map

AS1, AS2, AS3

Fairbanks, AK

Lunar Relays

• Each of the three Deep Space Network sites has multiple large antennas and is designed to enable continuous radio communication between several spacecraft and Earth.

• All three complexes consist of at least four antenna stations, each equipped with large, parabolic dish antennas and ultra-sensitive receiving systems capable of detecting incredibly faint radio signals from distant spacecraft.

D S N C O M P L E X E S A N D A S S E T S

• Each of the complexes is responsible for the management of the whole communication network through NASA’s Follow the Sun Operations (FtSO)

• FtSO was instituted to allow a single Deep Space Communications Complex (DSCC) to monitor and control all connections in the DSN during that complex’s daylight hours.

• Each complex is therefore nominally responsible for day prime shift operations support with only minimal off-prime hours.

F O L L O W T H E S U N O P E R AT I O N S

Shaped Surface Sub-reflector

34meter Surface Reflector

Beam Waveguide Shroud

Quadripod

Azimuth Track

Subterranean Pedestal Room

Antenna Spares

Microwave Controller

Transmitter

Holography

34 Meter Antenna

Power Plant

Generators

Transformers and Switchgear

Fire Suppression Operations Center Concept

General Cyber Security

OSUpgrades

Underground fuel and oil tank (move to aboveground)

Water main and sewers

Uninterruptible Power Supply

D S N A S S E T S , S Y S T E M S , A N D F A C I L I T I E S ( E X A M P L E )

A R T E M I S I I N E T W O R K S U P P O R T O V E R V I E W

T H E U S E o f M S PA a n d K A - B A N D o n F U T U R E M I S S I O N S W I L L R E D U C E D S N L O A D a n d E N H A N C E

P E R F O R M A N C E f o r I N D I V I D U A L M I S S I O N S A S W E L L A S t h e N E T W O R K

Building Capacity with

DAEP

The DSN Aperture Enhancement

Project (DAEP) will result in the following at each site:

• Four 34 m Beam-Waveguides

(BWG)

• One 70 m backup

• One 80kw transmitter

Enhancing Capabilities with DLEU

The DSN Lunar Exploration

Upgrades (DLEU) will result in upgrading two DSN antennas at each complex, enabling simultaneous operations, enhanced uplinks, and increase data rates

Adding Support with LEGS

Increasing Efficiency with

MSPA and Ka-band

Multiple Spacecraft per

Aperture (MSPA) will unlock increasingly efficient asset utilization, while use of Ka-band will allow higher throughput links and reduce use-clock demand for new missions

Evolution of the Network: Addressing Lunar Needs

Lunar Exploration Ground Sites

(LEGS) will “lighten” the load on

DSN by shifting selected lunar missions to a network of new

18-meter class antennas

FFRDC Role at JPL

Institutional Overview

Lara Petze

OCIO JPL Liaison

F F R D C R O L E AT J P L : I N S T I T U T I O N A L

• Currently, the Contractor manages Information Technology (IT) services for JPL, ensuring safe mission execution.

• IT services must meet Federal laws, legislation, regulations, and policy.

• Key Services currently managed by the FFRDC contract, include but are not limited to:

I N F O R M AT I O N T E C H N O L O G Y S E R V I C E S

Cybersecurity: Protect people, systems, and data from cyberattacks.

Secure, resilient, and cost-effective management of IT infrastructure that enables the NASA mission. Informed risk -based decisions.

Network and Access

Management: Ensure availability of the infrastructure to the internet and securing the user base.

Information Protection and Data

Management: Ensure NASA data is stored, archived, and safeguarded effectively. Ensure efficient e-mail and collaboration services.

Equipment: Provide desktop equipment and help desk services.

Software Management:

Maintain software applications for mission fulfillment.

Denise Thaller

Acting Assistant Administrator, Office of

Strategic Infrastructure

Provide critical institutional service requirements for JPL and its associated facilities (Goldstone

Deep Space Communications Complex, Table Mountain) across four key domains:

N A S A M I S S I O N S U P P O R T D I R E C T O R AT E : I N S T I T U T I O N A L

R E Q U I R E M E N T S & P R I O R I T I E S F O R J P L O P E R AT I O N S

Facilities and

Real Estate

These functions are essential enablers of science, mission success, and operational resilience.

Logistics Protective

Services

Environmental

Government Owned/Contractor Operated (GOCO) Asset

Management: Accurate property records and infrastructure accountability.

Facility Operations and Maintenance (O&M): Demonstrated cost reductions and operational efficiency.

Master Planning & Security: Alignment with NASA Critical

Infrastructure (NCI) and Operational Technology (OT) systems.

Construction Oversight: Risk-managed, on-time Construction of Facilities (CoF)/ reimbursable project execution.

Land Use Management: Prevent encroachment to protect mission viability.

Compliance & Reporting: Ensure adherence to federal laws, regulations, and timely reporting to NASA Headquarters.

F A C I L I T I E S A N D R E A L E S TAT E

N A S A’ S P R I O R I T I E S

Transparent asset management, secure & resilient OT systems, strategic planning aligned with mission evolution, cost-effective

O&M, and timely HQ reporting.

Responsible for the lifecycle stewardship of NASA-owned assets:

Supply & Materials: Responsive and controlled inventory management.

Equipment & Fleet: Lifecycle tracking with audit readiness.

Property Disposal: Timely, compliant excess management.

Mail & Transportation: Efficient, secure support operations.

L O G I S T I C S

N A S A’ S P R I O R I T I E S

Real-time asset visibility, lifecycle accountability, logistics tied to research and mission delivery, and federal compliance.

Delivers high-reliability logistics to meet science and spaceflight demands:

Compliance: No Notice of Violations (NOVs); prompt corrective actions as needed.

NEPA Planning: Early engagement, reporting, and

HQ/Environmental Management Division (EMD) coordination.

OT Integration: Quarterly Authority-to-Operate (ATO) progress for environmental Operational Technology (OT) systems

Sustainability: Partnering to reduce environmental risks and advance conservation.

E N V I R O N M E N T A L

N A S A’ S P R I O R I T I E S

Zero enforcement actions, integrated NEPA planning, OT-cybersecurity tie-in, and infrastructure resilience.

Ensures environmental compliance and sustainability as a mission assurance function:

P R O T E C T I V E S E R V I C E S

Services provided at the JPL location and its component facilities support critical NASA Missions and Research operations.

JPL in Pasadena, CA

Table Mountain Facility in

Wrightwood, CA (excludes

Fire Services)

Goldstone at Ft. Irwin

(excludes Fire Services)

N A S A’ S P R I O R I T I E S

24/7 operational security, emergency response and recovery, continuity of operations, access control, identity management, information protection, and insider threat monitoring.

Delivers physical and emergency protection to ensure safe mission execution:

P R O T E C T I V E S E R V I C E S

Uniformed Support Services:

• 24/7 Operational Security/NASA trained Security

Police Officer staff: 911 dispatch service, alarm monitoring/response, vehicle inspections, access control, hardware protection escort, static and roving patrols, fleet management, weapons training and armory services, incident investigations and reporting.

• Fire Protection: 24/7 EMS, hazmat and fire operations, disaster response and recovery, Basic Life Support (BLS) emergency response and patient care.

Emergency Management: Emergency Operations Center, event and exercise management, continuity of operations planning, NASA emergency notification systems, training and equipment accountability and maintenance, communications equipment management.

Identity Credentialing and Access Management: Identity creation and management, Homeland Security Presidential

Directive (HSPD)-12 compliant credential issuance, visitor access, foreign national access management.

Physical Security: Enterprise Physical Access Control System design management and installation, Security Management System

(SMS) software and hardware configuration management, locksmith services, Closed-Circuit Television (CCTV), facility surveys and vulnerability assessments.

Institutional Security: Information and data integrity safeguards, protection of all sensitive information and media, sensitive/classified accountability and destruction, insider threat monitoring.

IT Security: Information and data integrity safeguards, protection of all sensitive information and media, sensitive/classified accountability and destruction, insider threat monitoring, compliance with regulations

• 24/7 Cybersecurity, Network and Access Management, Information Protection and Data Management, Equipment, Software Management.

Institutional services are integral to mission success.

Precision, compliance, transparency, and proactive risk management are key.

Future partners must show measurable performance, not promises, across all domains.

Contractor must be collaborative, forward-thinking, and disciplined in reporting and oversight.

S U M M A RY

Key Requirements & Capabilities

Lawrence Miller

Acting Chief of Contracting Office, NOJMO

K E Y R E Q U I R E M E N T S A N D C A PA B I L I T I E S P A N E L

Acquisition Schedule and Procurement Process

Rosalía Toberman

Contracting Officer, NOJMO

A C Q U I S I T I O N S C H E D U L E A N D P R O C U R E M E N T

P R O C E S S / M I L E S T O N E S A N D O P P O R T U N I T I E S F O R E N G A G E M E N T

FAR Overhaul - FAR Part Deviation Guidance:

FAR 10.001 Market research requirements.

• NASA’s legitimate needs

• Engage in responsible and constructive exchanges with potential sources.

• Scheduled One-on-one meetings July 30-31 with selected potential sources

• NASA reserves the right to conduct additional one-on-one meetings

• And other market research activities as deemed necessary by the Government

P R O C U R E M E N T P R O C E S S & O P P O R T U N I T I E S F O R E N G A G E M E N T https://www.acquisition.gov/far-overhaul/far-part-deviation-guide https://www.acquisition.gov/far-overhaul/far-part-deviation-guide https://www.acquisition.gov/far-overhaul/far-part-deviation-guide

Important Notice

Responses to questions provided today are for informational purposes only and do not constitute an official Government response.

Official responses will be posted via SAM.gov.

P R O C U R E M E N T P R O C E S S & O P P O R T U N I T I E S F O R E N G A G E M E N T

Capability Statements

• Capability Statements are due July 31, 2025.

• Participants are free to update, supplement or modify their initial capability statements up to the deadline after the Industry Day event and any one-on-one meetings.

Next Steps | Watch for updates on SAM.gov

A C Q U I S I T I O N S C H E D U L E

NASA is still in the early stages of market research and has not determined a final acquisition strategy.

Your input will help shape decisions around the future acquisition strategy.

Draft Acquisition Schedule Milestone dates

Industry Engagement 7/29/2025

Capability Statement Due 7/31/2025

Market Research Complete February 2026

Draft RFP June 2026

Small Business Opportunities and Teaming Considerations

Dwight D. Deneal

Assistant Administrator, Office of Small

Business Programs

S M A L L B U S I N E S S O P P O R T U N I T I E S A N D T E A M I N G C O N S I D E R AT I O N S

PROGRAMS

Deliver timely and meaningful industry engagements for small business industrial base growth and Made in America capabilities

PEOPLE Develop, train and inspire a transformative small business & NASA acquisition workforce

02 PROCESSES Develop a data-based driven approach to maximizing small business opportunities

03 POLICIES Deliver small business policy that is required, clear and easily implemented

05 PROCUREMENTS Leverage small business contracts to enable NASA mission execution

VISION

Improvement, Intensification and Sustainment of all small business concerns within NASA supply chains.

MISSION

Promote and integrate small businesses into the industrial base of contractors and subcontractors that support the future of space exploration, scientific discovery, and aeronautics research.

FOCUS

O F F I C E O F S M A L L B U S I N E S S P R O G R A M S ( O S B P )

O F F I C E O F S M A L L B U S I N E S S P R O G R A M S ( O S B P )

Prime Contracting

• Set-aside contracts for 8(a), HUBZone, WOSB, SDVOSB firms (subject to thresholds).

• Limited in FFRDCs, but possible in surrounding mission support areas.

Subcontracting Opportunities

• FFRDC prime contractors are required to have subcontracting plans.

• Small businesses can serve as key suppliers, niche technical experts, or service providers.

• Small Business Innovation Research (SBIR) & Small Business Technology Transfer (STTR) programs.

• NASA Technology Transfer Partnerships.

Innovation & Tech Transformation

T Y P E S O F S M A L L B U S I N E S S O P P O R T U N I T I E S AT N A S A

Best Practices of Subcontracting

Acces s to NASA’s Mission Join major projects with experienced primes and contribute to cutting-edge innovation.

Prime Contractor Relationships Gain exposure, build trust, and form lasting partnerships in NASA’s ecosystem.

Capability Growth Learn from top teams and strengthen your operations, quality, and compliance.

Track Record for Growth Build past performance to pursue future prime contracts.

Innovation Spotlight Highlight unique tech and position your business as a nimble, valued partner.

Lower Risk & Cost Reduce compliance burden and focus on your strengths within larger missions.

B E N E F I T S O F S U B C O N T R A C T I N G

Subcontract pricing history

Work with a local

Apex Accelerator to get pricing data

Special requirements

Consider all costs associated with special requirements

Quality requirements

Know all costs associated with certifications and fees

Overhead and profit

Consider all overhead costs to ensure you are making a profit

P R I C I N G F A C T O R S

Do you have the capacity, capability and capital to perform a subcontract?

Do you have the proper qualifications, certifications and experience to support your capability statement?

Have you identified your target market?

Are you prepared to agree to the terms and conditions of a subcontract?

A R E Y O U R E A D Y T O B E A S U B C O N T R A C T O R ?

Teaming Opportunities

✓ Prime/Subcontractor Model: Clear lead, defined scope of work

✓ Joint Ventures (JV): Shared management, risk, and resources

✓Mentor-Protégé Agreements: Structured development relationship with technical and business growth

✓ Teaming often occurs through subcontracting under prime FFRDC operator (e.g., JPL)

✓ Small businesses bring agility, niche capabilities, and cost advantages that complement larger primes

Common Teaming Models:

FFRDC Specific Context

U N D E R S TA N D I N G T E A M I N G S T R U C T U R E S

“The right partner strengthens your solution and aligns with your mission.”

T E A M I N G C O N S I D E R AT I O N S

K E Y T E A M I N G C O N S I D E R AT I O N S F O R S M A L L B U S I N E S S

OSBP Gets Social!

Follow us!!

OSBP is on LinkedIn!

https://www.linkedin.com/ showcase/105552037

OSBP is on YouTube!

https://youtube.com/playlist/

NASA OSBP

www.nasa.gov/osbp https://www.linkedin.com/showcase/105552037 https://www.linkedin.com/showcase/105552037 https://youtube.com/playlist?list=PLiuUQ9asub3Qp9JMPm3ruO6EtjStPK00q&si=cze6G-ApahpBMskW https://youtube.com/playlist?list=PLiuUQ9asub3Qp9JMPm3ruO6EtjStPK00q&si=cze6G-ApahpBMskW https://youtube.com/playlist?list=PLiuUQ9asub3Qp9JMPm3ruO6EtjStPK00q&si=cze6G-ApahpBMskW http://www.nasa.gov/osbp

Andrea I. Razzaghi

Management and Oversight (NOJMO)

C L O S I N G R E M A R K S A N D N E X T S T E P S

Thank you for your participation in NASA’s FFRDC Industry Engagement Day.

• NASA’s partnership with JPL as its sole FFRDC has enabled more than six decades of groundbreaking missions that have expanded the frontiers of science, technology, and exploration.

• This acquisition represents a strategic opportunity to strengthen oversight, drive innovation, and ensure continued mission alignment.

• Your engagement today is instrumental in shaping a transparent and forward-leaning FFRDC contract strategy.

C L O S I N G R E M A R K S & N E X T S T E P S

Moving Forward - to maintain the integrity and fairness of this ongoing acquisition effort:

All future questions or communications related to this effort must be directed to:

Rosalía Toberman – Contracting Officer rosalia.toberman-1@nasa.gov

Sherry Choo – Contract Specialist sherry.s.choo@nasa.gov mailto:rosalia.toberman-1@nasa.gov mailto:rosalia.toberman-1@nasa.gov mailto:rosalia.toberman-1@nasa.gov mailto:sherry.s.choo@nasa.gov

Networking & Informal

Meet-and-Greet