ISS UTILIZATION MANAGEMENT

**Request for Information**

**Summary.** The International Space Station (ISS) planning includes
over 27 internal laboratory sites and up to 31 external platform sites
to support U.S. research and development projects. NASA is developing
plans for contracting with a non-government organization (NGO) to manage
portions of the U.S. responsibilities for ISS utilization. The U.S.
utilization program involves extensive coordination of users from
academia, industry, and government, as well as close liaison to the
programs of our International Partners.

This Request for Information (RFI) seeks information from industry,
academia, and other organizations and individuals regarding contracting
to an NGO to establish an Institute for ISS research management. The
scope of this Institute is limited to ISS utilization, and does not
extend to the ISS vehicle systems or operations. This RFI may be
followed later by a Request for Proposals (RFP). The RFP would provide
an opportunity for organizations to submit proposals. The designation
"RFP10-07206-215" has been assigned to this acquisition in order to
assist persons who subscribe to NASA's email notification service.

The purpose of the Institute is to seek the most effective and efficient
approach to managing research utilization of the ISS system, while
maximizing productivity within physical and fiscal constraints. NASA
intends to establish the Institute as a research leader with the ability
to achieve and sustain research progress while providing intellectual
leadership to the diverse user communities. The awardee must have direct
and diverse experience in the management of laboratories and
developmental test beds for both basic and applied research across the
academic, industrial, and government sectors. Understanding of payload
engineering, payload integration, and payload operations will also be
necessary, in order for the Institute to interact with those
organizations having responsibility for payload development and payload
integration functions.

The website at
<http://spaceresearch.nasa.gov/research_projects/ngo.html> provides
information about plans for an ISS NGO. This RFI refers to studies
posted at that site, including the most recent study completed in 2002.

**Objectives.** In preparation for this acquisition, NASA conducted
internal studies in 2000 and 2002. Prior to the 2000 internal study, a
National Research Council Task Group identified the following objectives
in the Executive Summary of its December 1999 report.

"NASA officials indicated, and the task group agrees, that there are
important operational objectives for the research support organization.
Meeting those objectives would lead to a number of improvements with
respect to the space shuttle and Spacelab programs:

-   Enhanced understanding of and sensitivity to research users and
    uses;

-   Shorter selection-to-flight cycle times;

-   Lower end-to-end investigation costs;

-   Streamlined processes and procedures; and

-   Simpler investigator interfaces for initiation and conduct of
    research activities."

The resulting three governing objectives for a prospective NGO as
defined by the 2000 and 2002 internal studies are:

-   To facilitate the pursuit of flight research;

```{=html}
<!-- -->
```
-   To optimize research opportunities within current capabilities of
    ISS and with future enhancements for greater capabilities; and

```{=html}
<!-- -->
```
-   To increase the long-range productivity of science, technology, and
    commercial (S/T/C) research and development aboard the ISS.

Operation of human-rated spacecraft is in transition from an era of
intermittent, short-duration, shuttle-based sorties to an era of
continuous station-based operations. This transition requires NASA to
adapt and evolve institutional practices and procedures commensurately.
The focus of this acquisition is on managing research utilization of the
world's first continuously operating, full-service research and
development complex in space.

**Implementation.** The ISS Utilization Management Concept Development
Study, conducted in 2002, recommended the establishment of an NGO,
specifically a non-profit Institute, to perform research leadership
functions for ISS scientific, technology, and commercial (S/T/C)
research. The study suggested that the Institute leadership role would
include the following responsibilities under the contract:

-   Actively engaging in competitively awarded research;

-   Developing focused ISS user community input for the Office of
    Biological and Physical Research's (OBPR) strategic planning process
    and implementing appropriate strategic plans;

-   Providing a consolidated, strong advocate for the user community;

-   Providing focused, consistent customer support for ISS users;

-   Partnering with NASA in the research solicitation, selection, and
    prioritization process, including providing selection
    recommendations. (Overall strategic direction of research selection
    will continue to be a NASA function.);

-   Conducting concept studies for research initiatives;

-   Managing Guest Investigator programs, including solicitation and
    selection of Guest Investigator research to align and contribute to
    meeting NASA's objectives;

-   Partnering with NASA in strategic payload manifesting and allocating
    payload resources for OBPR sponsored payloads;

-   Fostering and coordinating commercial space research within the ISS;

-   Providing educational outreach and public outreach (EO/PO);

-   Developing recommendations for ISS process and system improvement to
    optimize and enhance utilization; and

-   Managing data archival.

The pivotal strength of the Institute is its independent leadership for,
and representation of, the entire S/T/C community. There are
well-established precedents for NASA research institutes, such as the
Hubble Space Telescope Science Institute. NASA Procedures and Guidelines
(NPG) 5000.1, "Establishing a Science and Research Institute," provides
guidance on establishing institutes. The leadership stature and ability
of the Institute staff to conduct research is intended to enhance
recruitment and the ability to retain the "best and brightest."

A more detailed description of the Institute responsibilities envisioned
under the contract occurs later in this RFI.

The transition of work under the contract is intended to take place as a
time-phased series of transitions. Regardless of start date, the
Institute would need to demonstrate its ability to assume leadership for
each set of ISS utilization functions before any full transfer from NASA
would occur. As the lead role transitions for a set of functions, the
Institute would begin demonstrating the competency to manage the next
set of functions.

NASA's ISS Utilization Management Concept Development Study recommended
a two-phase contracting approach. The first, Phase 1 contract would be
awarded to a non-profit Institute to perform the functions outlined
elsewhere in this RFI with an S/T/C leadership focus. A potential
second, Phase 2 contract might be awarded competitively at a later date,
and could expand the scope of the Institute to include some combination
of additional utilization management functions, such as research payload
mission management, research payload analytical integration, and
integrated, research payload operations, while maintaining the S/T/C
leadership focus.

The FY 2003 Omnibus Appropriations Act (P.L. 108-7), signed into law on
February 20, 2003, states:

\"NASA is authorized to proceed with establishment of a Non-Governmental
Organization for International Space Station research: Provided, That no
funds in this Act or any other appropriations Act may be expended for
establishment of a Non-Governmental Organization that includes
engineering and integration functions identified as Phase 2 in the
Report of NASA\'s International Space Station Utilization Management
Concept Development Study submitted on January 10, 2003.\"

This RFI deals [only]{.underline} with the first, Phase 1 contract.
Should NASA determine to pursue a Phase 2 contract in the future, it is
recognized that Congressional approval will be required. The duration of
the Phase 1 contract is planned for approximately four years in order to
attract Phase 1 offerors, allow Phase 1 performance to stabilize, and
incorporate lessons learned from Phase 1 into a potential Phase 2
contract, should NASA seek to pursue Phase 2, and should such a Phase 2
be authorized by Congress.

As part of its analysis of candidate management approaches, NASA's 2002
internal study used workforce and budget estimates. These estimates were
based on NASA's budget submittal to Congress for FY 2003-2007. The
primary value of the workforce and budget estimates was for the purpose
of comparing the candidate management approaches, and the estimates must
be considered very preliminary. These estimates, which are limited by
the available data, do not include the complete scope of Institute
responsibilities expected at the end of the transition period in FY
2008. In addition, these estimates do not reflect the budget and
workforce associated with managing new work such as the Guest
Investigator programs. However, the estimates used by NASA's 2002
internal study are currently the best available estimates of the
relative size of the Phase 1 contract.

If established under a Phase 1 contract awarded for FY 2005, the
projected initial ramp up year, the Institute is estimated to require a
workforce of less than 100 and an annual budget of approximately \$15
million. By FY 2007, the Institute is estimated to grow to a workforce
of approximately 350 and an annual budget of approximately \$90 million.

NASA intends to work through the next Program Operating Plan cycle to
further refine the workforce and budget estimates associated with the
establishment and transfer of work to the Institute.

NASA intends to award the Phase 1 contract to an educational institution
(or consortium of institutions), or other nonprofit organization (an
organization that meets the definition of "institution of higher
education" under 20 U.S.C. 1001 or is exempt from income taxes under 26
U.S.C. 501). NASA anticipates that for-profit organizations will
participate as subcontractors, but not as the prime contractor.

**Responsibilities.**

NASA will develop metrics in order to track and evaluate the
Institute\'s performance in performing the responsibilities described
below. Further, NASA will independently solicit feedback on the
Institute\'s performance directly from various forums comprising
constituents from the ISS user community.

**Research:** The Institute is responsible for attracting and retaining
outstanding scientific and technical staff. One aspect of this program
will be Institute staff actively engaging in competitively awarded
research. Measures will be installed to ensure conflicts of interest do
not arise due to the role of the Institute in research solicitation and
selection.

**Strategic Planning:** The Institute will develop focused ISS community
input in support of the OBPR strategic planning process. The Institute
will integrate across the OBPR research disciplines, commercial, and
OBPR technology communities to provide a coordinated ISS approach to
achieve the milestones in the OBPR roadmaps and strategic plan. The
Institute will provide a major forum for the academic, government, and
private sectors to actively participate in OBPR strategic planning.

NASA will provide strategic direction to the Institute via a senior
management team comprised of ISS User Enterprises. Semi-annual reports
to this team will be the basis for assessing ISS utilization and
facilitating improvements in productivity, efficiency, and impact.
Following the development of OBPR research strategic roadmaps every
third year, the ISS Research Institute will develop a strategic roadmap
for ISS utilization to facilitate the completion of those research
objectives which require the ISS.

The Institute will provide sufficient expertise to represent biological
and physical research disciplines in the appropriate forums, included
but not limited to the strategic planning forums.

The semi-annual report and the ISS Utilization Strategic Roadmap will be
vetted with the Biological and Physical Research Advisory Committee, the
NASA Advisory Council, and other enterprises engaged in ISS activities,
as appropriate.

The Institute will support NASA/OBPR in fostering cross-disciplinary,
inter-agency, and international flight research programs. The Institute
will assist in identifying potential strategic alliances and potentially
implement resulting programs on the research level. (These programs are
intended to exploit the potential of NASA assets to solve a variety of
issues of interest to multiple constituencies).

The Institute will focus on developing the constituencies for
cross-disciplinary use of all existing U.S. ISS research facilities in
alignment with NASA's strategic objectives.

**Advocacy:** As part of its research leadership role, the Institute
will be a strong advocate for ISS research utilization to NASA, to the
user community, and to the public, both national and international. The
Institute will provide a strong, centralized voice for the diverse ISS
user community and advocate for the community to the ISS program and
NASA. ISS user feedback will be actively solicited, evaluated, and
developed into appropriate process improvements.

**Customer Support:** In line with its role of facilitating access to
the ISS, the Institute will establish and maintain a customer support
interface for the external research community. This support is intended
to provide a focused, comprehensive point of entry for obtaining
information regarding ISS capabilities and research opportunities. The
Institute will be responsible for providing customer support services
for both potential and selected ISS users. This support will include
establishing and maintaining a front-end user\'s guide, which provides
information regarding ISS research programs and objectives, descriptions
of NASA research solicitations and opportunities, and an overview of
available flight hardware and the associated technical capabilities.

The Institute will be further responsible for providing assistance to
users in understanding ISS utilization, and to respond to additional
questions that may arise. The Institute will integrate and represent
unique and common customer requirements to the ISS Payloads Office, and
will lead efforts to enhance the interactions between NASA and the
external community regarding ISS utilization.

The Institute will also establish and maintain a customer feedback
process, with results to be periodically submitted to NASA for review,
pertaining to interfaces with both NASA and the Institute. This process
will address issues relevant to conducting research on the ISS ranging
from pre-flight to post-flight activities.

**Solicitation and Selection:** As appropriate, the Institute will
actively partner with OBPR in the NASA research solicitation and
selection process, including solicitation development, proposal review,
and the development of selection recommendations. The Institute will
also be capable of providing technical support to non-OBPR research
announcements.

**Concept Studies:** The Institute will analyze options/concepts for new
initiatives and approaches for ISS research. NASA may assign concepts
for study or studies may stem directly from the Institute's work with
the user communities. For example, studies will typically be assigned in
advance of a proposed Guest Investigator program in order to determine
its viability and value. It is anticipated that concept studies will be
assigned on a task order basis.

**Guest Investigator Programs:** The Institute will manage ISS Guest
Investigator (GI) research programs for NASA. The Institute will be
responsible for development of concepts for GI programs. The Institute
may develop new ways to implement research with the existing hardware,
and/or develop improvement concepts to enable new research, potentially
through new technology. It will also seek extended scientific
constituencies to be selected through Institute research announcements.
Viable programs will be assigned by task order for the Institute to
manage. There are several anticipated types of GI programs, such as:

a)  After the initial NASA Principal Investigator program has been
    completed with specific flight hardware, NASA may elect to have the
    Institute manage a GI Program utilizing the flight and associated
    ground hardware, including the necessary maintaining/sustaining
    engineering. Concept studies may be assigned to determine the
    feasibility of each program prior to establishing the GI program.
    Once a program is assigned to the Institute, the Institute will
    prepare the solicitations, select the GIs after consultation with
    NASA, and manage the GI research program. Selected investigations
    must be aligned with OBPR strategic objectives and all GI
    investigations must enter the OBPR flight prioritization process.
    Any substantial system modification or new hardware development will
    be reviewed by NASA for authorization and implementation.

b)  The Institute will develop and manage research programs that utilize
    data and/or samples not required to meet the originally proposed
    objectives of the investigations that produced them (e.g. archived
    data and samples). These tasks will include facilitating
    investigator access to the necessary data and samples. Once data
    and/or samples are archived, the Institute will prepare the
    solicitations, select the GIs after consultation with NASA, and
    manage the archive GI research program.

c)  The Institute will create and manage a program to optimize use of
    available commercial hardware or excess capabilities within
    manifested commercial hardware for research and/or educational
    benefit. Once capabilities are designated as available to the
    Institute, the Institute will prepare the solicitations, select the
    GIs after consultation with NASA, and manage the GI research
    program.

**Commercial Programs:** The Institute will coordinate OBPR-linked
resources used to foster commercial space research within the ISS.
OBPR-linked resources include a variety of ISS research and development
expertise and infrastructure. Such resources may reside within NASA
field centers or may be located at other NASA sponsored centers, such as
Research Partnership Centers that are establishing and sustaining
research partnerships with the private sector for the commercial
development of space. The Institute will provide a strategic
relationship with the network of Research Partnership Centers to
optimize the ISS commercial research programs for OBPR. This
relationship will leverage the existing capabilities; industry,
academic, and government leadership positions; research resources; and
outreach opportunities of the Research Partnership Centers.

The Institute will also provide leadership advocacy in the
cross-discipline collaboration and leveraging of OBPR resources among
the fundamental science, technology, and commercial research communities
engaged in research, development, and exploration efforts conducted on
the ISS. In addition, the Institute will also use its knowledge of OBPR
collaborative relationships between the fundamental science and
commercial research communities to foster linkages with other government
entities. The Institute should serve as a catalyst to support the Agency
mandate to encourage the fullest commercial use of space, including
product development derived from insights gained in the environment of
space, while fulfilling OBPR strategic goals.

There are three commercial sectors that will be the focus of the
leadership, coordination (including flight access coordination), and
commercial advocacy roles undertaken by the Institute regarding research
on the ISS:

a)  The traditional aerospace sector: These are companies developing and
    marketing flight hardware/software systems and subsystems to
    government and private sector users for research on the ISS and in
    long duration exploration missions. These entities are already well
    versed in the technical and procedural efforts associated with
    payload development, flight integration, de-integration and sample
    or other product return.

b)  The non-aerospace, non-traditional sector: These are end-users of
    the flight opportunity, including pharmaceutical firms, refining
    companies, medical device manufacturers, and others. These companies
    rely on intermediaries, such as Research Partnership Centers, to
    develop flight hardware and address technical issues associated with
    spaceflight, e.g. flight qualification, safety reviews, payload
    integration, and de-integration. These commercial entities need to
    know how space research may benefit their product lines in fields as
    diverse as biotechnology, agribusiness, advanced materials, and
    communication technology.

c)  Other sectors: These are companies whose commercial initiatives hold
    promise but are still exploratory by nature, such as emerging media
    technology.

These three areas of OBPR-related commercial endeavor will require
access to the ISS through sponsored flight agreements or collaborative
partnerships that meet both commercial and OBPR strategic goals.

The Institute will establish an independent OBPR Commercial Evaluation
Board chaired by a member of the Institute. There will be no NASA
representatives on the Board; however, the Executive Secretary will be
the OBPR Space Product Development (SPD) Division Director, or
designated representative. The Executive Secretary will be a non-voting
member. The role of the Board will be to evaluate OBPR proposed ISS
commercial research for merit.

The Board will have core membership expertise in business, marketing,
and technical ISS infrastructure and capabilities. Core membership will
also have the ability to determine the technical feasibility of
proposals. The Board will obtain subject matter expertise based on the
nature of the proposed research (agriculture, combustion, fluid physics
research, advanced materials, etc.) NASA may provide to the Institute a
list of independent candidate subject matter experts. Using established
selection criteria, the Board makes research merit recommendations to
the Director of SPD Division. On approval by the Director, SPD, the
recommendations will then be submitted to the OBPR ISS research
prioritization process.

**Payload Manifesting:** The Institute will partner with OBPR in the
NASA payload manifesting and payload resource allocation processes.
While these processes are undergoing revision, it is anticipated that
this responsibility may include a partnership role in the prioritization
process for OBPR, feasibility analyses at a strategic level, and
partnering in the resource allocation process.

**Educational Outreach and Public Outreach (EO/PO):** OBPR is seeking to
increase national awareness of human spaceflight and space research, and
their benefits. NASA has also recently elevated the importance of
education within the Agency, as reflected by new initiatives such as the
Educator Astronaut Program. The Institute will enhance OBPR EO/PO
activities by providing ISS utilization-related EO/PO services under the
strategic guidance of NASA/OBPR. These services are intended to
complement the ISS EO/PO endeavors of other NASA Enterprises as
appropriate. In particular, the Institute will provide:

-   Outreach to the S/T/C community to inform them about ISS research
    and opportunities. Information will be presented in a focused
    context, balancing research for scientific merit with strategic
    space exploration technologies. Outreach to the industrial community
    will foster commercial utilization on ISS. This effort will
    complement the broad commercial outreach efforts of the NASA field
    center commercial offices and the Research Partnership Centers. The
    link between space research and benefits to life on Earth will be
    clearly communicated.

-   Educational outreach to the academic community, focusing on sixth
    grade through lifelong learners. The Institute will develop and
    implement EO/PO activities with ISS investigators, including those
    in the GI program. The Institute may also support prospective
    investigators in developing EO/PO concepts.

-   Public outreach to increase public awareness of ISS uses and
    benefits. Benefits include knowledge gained from space research and
    specific applications for people on Earth.

-   Outreach to promote ISS research-derived knowledge and technologies
    to potential users for space and Earth applications.

**Recommendations for System Improvements for Utilization:** The
Institute will recommend OBPR and ISS process and system improvements to
enhance utilization, and will report recommendations to the NASA senior
management team, comprised of ISS User Enterprises. The Institute will
advocate for the associated changes with the appropriate program offices
and boards.

**Archive Management:** The policy requirements for OBPR flight related
data and sample archives are under evaluation. The Institute will be
tasked to assist in this evaluation. Based on the results, NASA intends
for the Institute to manage the data and sample archives, implement the
policy requirements, and develop archive capabilities as directed.
Correspondingly, the Institute will manage data and sample
dissemination, providing a single, consolidated source for disseminating
results from both fundamental and applied research. This responsibility
may include developing and/or maintaining inventories of existing and
new data and samples, providing a central repository for post-flight
reports, developing a cross-reference for ISS peer-reviewed papers, and
storing samples. At all times, commercial research information that is
identified as proprietary either will be withheld from these archives or
will be protected by the Institute from disclosure.

**Cross-reference to Utilization Management Concept Development Study.**

NASA's Utilization Management Concept Development Study identified 21
functions (numbered 0 to 20) relating to ISS utilization management. The
definition of these functions is provided on the previously cited
website. For tracking purposes, the functions of the Institute, as
outlined in the responsibilities section above, are cross-referenced to
the 21 functions in Table 1 below. Not all of these responsibilities
correspond directly to the 21 functions, but are instead interspersed
among the 21. The Institute responsibilities that do not correspond will
not appear on the matrix.

**Table 1 --** **Cross-reference to Utilization Management Concept
Development Study**

+-----------------------------------+-----------------------------------+
| # 21 Functions                    | # Institute Responsibility        |
+-----------------------------------+-----------------------------------+
| 0\. Defining and Implementing     | Strategic Planning                |
| Policy and Strategic Plans        |                                   |
+-----------------------------------+-----------------------------------+
| 1\. Management of Research        | Strategic Planning and GI Program |
| Utilization                       | Management                        |
+-----------------------------------+-----------------------------------+
| 2\. Preparing and Allocating      | No role                           |
| Budgets (NASA)                    |                                   |
+-----------------------------------+-----------------------------------+
| 3\. Selecting and Prioritizing    | Solicitation and Selection        |
| Research                          |                                   |
+-----------------------------------+-----------------------------------+
| 4\. Establishing                  | May have role in GI Programs      |
| Payload/Experiment Requirements   |                                   |
| and Feasibility                   |                                   |
+-----------------------------------+-----------------------------------+
| 5\. Developing Cost, Schedule and | May have role in GI Programs      |
| Risk Assessments                  |                                   |
+-----------------------------------+-----------------------------------+
| 6\. Developing and Qualifying     | No role                           |
| Flight Research Systems           |                                   |
+-----------------------------------+-----------------------------------+
| 7\. Maintaining and Sustaining    | Maintaining and Sustaining Flight |
| Flight Research Systems           | and Ground Systems within GI      |
|                                   | Programs                          |
+-----------------------------------+-----------------------------------+
| 8\. Developing Ground Systems     | No role                           |
+-----------------------------------+-----------------------------------+
| 9\. Maintaining and Sustaining    | Maintaining and Sustaining Flight |
| Ground Systems                    | and Ground Systems within GI      |
|                                   | Programs                          |
+-----------------------------------+-----------------------------------+
| 10\. Constructing Ground          | Proposal dependent                |
| Facilities                        |                                   |
+-----------------------------------+-----------------------------------+
| 11\. Maintaining Ground           | Proposal dependent                |
| Facilities                        |                                   |
+-----------------------------------+-----------------------------------+
| 12\. Certifying Safety of         | No role                           |
| Research Flight and Ground        |                                   |
| Systems                           |                                   |
+-----------------------------------+-----------------------------------+
| 13\. Managing Missions and        |                                   |
| Allocating Services               |                                   |
+-----------------------------------+-----------------------------------+
| 13.a. Advocacy, Manifesting and   | Advocacy, Manifesting             |
|                                   |                                   |
| Resource Allocations              |                                   |
+-----------------------------------+-----------------------------------+
| 13.b. ISS Research Mission        | Decision item for a potential     |
|                                   | future Phase 2 contract           |
| Management                        |                                   |
+-----------------------------------+-----------------------------------+
| 14\. Integrating User Missions -  | Decision item for a potential     |
| Analytical                        | future Phase 2 contract           |
+-----------------------------------+-----------------------------------+
| 15\. Integrating User Missions -  | No role                           |
| Physical                          |                                   |
+-----------------------------------+-----------------------------------+
| 16\. Integrating User Missions -  | Decision item for a potential     |
| Operational                       | future Phase 2 contract           |
+-----------------------------------+-----------------------------------+
| 17\. Conducting Research &        | Research                          |
| Analysis and Disseminating        |                                   |
| Results                           |                                   |
+-----------------------------------+-----------------------------------+
| 18\. Educating and Reaching Out   | ## Advocacy, EO/PO                |
| to the Public (including          |                                   |
| industry).                        |                                   |
+-----------------------------------+-----------------------------------+
| 19\. Recommending ISS Pre-Planned | Recommendations for System        |
| Product Improvements              | Improvements for Utilization      |
+-----------------------------------+-----------------------------------+
| 20\. Managing Archival of         | ## Archive Management             |
| Research Samples, Data and        |                                   |
| Results                           |                                   |
+-----------------------------------+-----------------------------------+

Please note that the numbering in the Statement of Work (SOW) will
differ from the function numbers of the 21 functions, and will instead
correspond to the primary Institute roles.

**Other Considerations.**

The Institute's workforce will need experienced managers who have
extensive research experience coupled with strong managerial skills. The
staff will be required to provide a solid research base in a diverse set
of research disciplines in the three utilization areas: science,
technology, and commercial.

Although the schedule for this acquisition is subject to change, the
following schedule is currently envisioned:

-   Release of a Request for Proposals (RFP) -- Fall 2003

-   Contract award -- Summer 2004

-   Period of Performance -- October 2004 to September 2008

-   Options to extend performance through September 2009

-   Recompetition of the Phase 1 contract (or competitive contracting
    for Phase 2, if approved by Congress) leading to contract award in
    2008 or 2009

In order to prepare the RFP, NASA plans to conduct the following
activities:

-   Preparation of a Statement of Work;

-   Determination of evaluation factors for selection of the Phase 1
    contractor;

-   Preparation of a strategy for transitioning existing work from civil
    servants and contractors, including consideration of factors such as
    use of NASA facilities; and

-   Determination of the appropriate contract type (such as
    cost-plus-award-fee or cost-no-fee, and for the GI program, concept
    studies, and archive management, use of
    indefinite-delivery/indefinite quantity (IDIQ) task ordering
    procedures).

NASA has identified areas of concern for an Institute. During
preparation of the SOW and RFP, NASA plans to consider a mitigation
strategy for each concern as indicated below:

Concern: Providing leadership to the whole S/T/C spectrum and the
multiple science disciplines could be a difficult task.

Mitigation: The selection process for the Institute will need to
emphasize leadership capabilities for the appropriate science
disciplines, technology, and commercial research.

Concern: The Institute's participation in research selection and the
ability of the staff to propose to conduct research introduces the
potential for conflict of interest.

Mitigation: With respect to potential conflicts of interest, other
non-profit institutes have effectively avoided such conflicts, and NASA
would need to use those institutes as models, while clearly establishing
strict conflict of interest criteria to be reviewed during periodic
evaluation of the Institute.

Concern: The Institute cannot negotiate and approve agreements directly
with the International Partners (IP).

Mitigation: While the Institute cannot negotiate and approve such
agreements, it can provide valuable input to NASA on salient IP issues.

**Responses to RFI:** We welcome all comments regarding information that
prospective offerors may have on the proposed content and viability of
the ISS Research Institute. We are also interested in any comments
prospective offerors may have on any other aspect of this procurement to
include the proposed acquisition schedule and the length of the Phase 1
contract. We are interested in receiving comments on the proper role the
Institute should have regarding Commercial Programs and how this
Institute should interface with existing Institutes. In addition, we are
also seeking information regarding anything prospective offerors believe
they will need in order to provide a quality proposal. Please include
questions, concerns, or any points requiring clarification in the
responses to the RFI.\
\
NASA is also seeking any comments the science, technology, and
commercial users may have regarding any aspect of this RFI or the 2002
Final Report
([http://spaceresearch.nasa.gov/research_projects/ngo.html]{.underline}). 

Comments must be submitted by June 2, 2003, to the point of contact
listed below.

Responses submitted by email should not exceed 400 kilobytes, or if
printed in hard copy, they should not exceed 25 pages. The response
should indicate the submitter\'s organization affiliation and briefly
describe the organization\'s background in scientific, technological, or
commercial research programs, including any experience in flight
investigations.

NASA may post on the Internet a summary of the comments received as a
result of this RFI and NASA\'s response to the comments. If you submit
any proprietary information, mark it so that NASA may protect the
information.

**Interested parties.** NASA will include on the Internet a List of
Parties Interested in ISS Utilization Management. If you would like to
be listed, please email the following information to
David.K.Beck@nasa.gov

Name of point of contact; Email address, if any; Organization
affiliation, if any; Business size and type; Website address, if any;
Mailing address; Telephone number(s)

**Email notifications.** Listed below are the steps that you may follow
in order to subscribe to email notices regarding the status of NASA
plans for ISS utilization management.

A. Using the Internet, visit the NASA Acquisition Internet Site (NAIS)
at http://procurement.nasa.gov/ and click on \"Email Notification\" at
the top of the page.

B. At the Email Notification page
(http://nais.msfc.nasa.gov/cgi-bin/nens/index.cgi ), first time users
will need to create a user profile by following the instructions on the
page and by clicking on \"Create User Profile\" at the top left corner.

C. After creating a user profile, click on \"Create Subscription\" at
the top center of the page. Follow the instructions for entering an
email address, and then continue to Step 2. At Step 2, select \"Track a
Specific Acquisition\" and continue to Step 3. At Step 3, enter the
following number: RFP10-07206-215, which is planned for use with this
acquisition. Follow the additional instructions for activating your
subscription. (This may include selecting the acquisition that matches
the title \"ISS UTILIZATION MANAGEMENT\".) It will be necessary for you
to respond to an email notification that is used to activate the
subscription.

This synopsis is for information and planning purposes and is not to be
construed as a commitment by the Government, nor will the Government pay
for information solicited. The solicitation does not currently exist;
therefore, please do not request a copy of the solicitation at this
time. If a solicitation is released it will be synopsized in FedBizOpps
(http://www.eps.gov/spg/ ) and on the NASA Acquisition Internet Service
(http://procurement.nasa.gov/ ). It is the potential offerors\'
responsibility to monitor these sites for the release of any
solicitation or synopsis.

Point of Contact

Name:

David K. Beck

Title:

Procurement Analyst

Mailing address:

NASA Headquarters, Code HS

Washington, DC 20546-0001

Phone:

\(202\) 358-0482

Fax:

\(202\) 358-4065

Email:

<David.K.Beck@nasa.gov>