**MEDIUM-CLASS EXPLORER PROGRAM**

**GUIDELINES AND CRITERIA FOR THE**

###### PHASE A CONCEPT STUDY 

######## 

**May 16, 2002**

**GUIDELINES AND CRITERIA FOR THE**

**PHASE A CONCEPT STUDY**

[INTRODUCTION]{.underline}

It is planned that a subset of proposed investigations from the
Medium-class Explorer (MIDEX) Announcement of Opportunity (AO) will be
selected and awarded contracts for Phase A concept studies. The concept
study will constitute the investigation's requirements definition phase
(Phase A) of the formulation subprocess as outlined in NPG 7120.5A,
*NASA Program and Project Management Processes and Requirements.* The
purpose of a concept study is to better define the investigation, its
implementation requirements, and its risks, as well as to describe the
plans for education and public outreach, small disadvantaged businesses,
and new technology. Upon completion of the concept study, proposers will
submit a Concept Study Report (CSR) for NASA evaluation. The CSR is to
be a self-contained document; that is, selected investigators must not
assume that NASA evaluators will have reviewed or even have access to
the original proposal.

The CSR is due by 4 p.m. EST October 16, 2002, at:

MIDEX Concept Study Support Office

NASA Peer Review Services

500 E Street, SW

Suite 200

Washington DC 20024

202-479-9030

Please note that all program constraints, guidelines, definitions, and
requirements given in the AO are still valid for the CSR except as noted
herein.

Part I of this document discusses the criteria to be used by NASA for
the evaluation of the CSR's. Part II provides guidance for preparation
of the CSR's. Appendix A provides definitions of cost element terms used
in the cost plan section of this document. Appendix B provides
evaluation criteria, requirements, and guidelines for the Education and
Public Outreach aspects of the CSR.

[PART I - EVALUATION CRITERIA]{.underline}

The NASA evaluation of the Concept Study Reports will be conducted in
much the same fashion as the evaluation of the proposals as discussed in
Section 7.0 of the AO. However, in addition to considering any changes
to the science objectives from those in the phase one proposal, this
evaluation will consider in detail all factors related to the
probability of mission success and to the realism of the proposed costs
to NASA. This evaluation will also consider other factors that enhance
the return on NASA's investment in the investigation such as education
and public outreach, new technology transfer and infusion, small
disadvantaged business activities and the involvement of minority
institutions. It is expected that plans for these elements of the
investigations will be taken to the next level of detail and maturity
along with the development of the science, engineering, and cost.

Successful implementation of the MIDEX Program demands, in addition to
scientific merit, that the investigation be achievable within the
established constraints on cost and schedule. The information requested
in Part II of this document will enable the evaluation panel to
determine how well each mission team understands the complexity of its
proposed investigation, its technical risks, and any weaknesses that
require specific action during Phase B.

The criteria for evaluating the concept study are as follows:

> • Scientific merit of the proposed investigation
>
> • Technical merit and feasibility of the proposed investigation

• Feasibility of the proposed approach for mission implementation,
including cost risk

> • Quality of plans for education and public outreach (E/PO)
>
> • Quality of plans for advanced technology infusion and transfer
>
> • Quality of plans for small disadvantaged business activities and
> involvement of minority institutions.

The first two criteria are the same as described in Section 7.2 of the
AO. The science objectives must not change from those given in the
proposal. Any changes to science implementation will be carefully
evaluated. If there are no substantive changes in the science
implementation, then the scientific merit of the proposed investigation
(first criterion) and the technical merit of the science investigation
(half of second criterion) will not be reevaluated. In this case, the
evaluations of scientific merit and of technical merit of science
implementation of the original proposal will be used. Assuming that
there are no changes to the proposed science or its implementation, the
emphasis of the evaluation will be on the technical feasibility of the
science implementation (other half of the second criterion) and on the
latter four criteria, more fully described below. Of these criteria, the
feasibility of proposed approach for mission implementation, including
the technical feasibility of the science implementation, is of more
importance than the combination of the other three criteria. E/PO is as
important as the combination of the last two criteria, which are of
equal importance. Total cost to NASA OSS will be a selection but not an
evaluation criterion.

> **Feasibility of the Proposed Approach to Mission Implementation,
> including Cost Risk**

The information requested in Part II of this document will be used to
evaluate each investigation in detail for the feasibility of mission
implementation as reflected in the perceived risk of accomplishing the
mission within proposed resources. The mission feasibility criterion in
the AO will be supplemented with the following considerations:

> The technical and management approaches will be evaluated to assess
> the likelihood that the investigation can be implemented as proposed.
> This will include an assessment of the risk of completing the
> investigation within the proposed cost. The evaluation will consider
> implementation factors such as the proposed launch vehicle including
> reliability, mission design, spacecraft design, and design margins,
> and the proposers\' understanding of the processes, products, and
> activities required to accomplish development and integration of all
> elements (flight systems, ground and data systems, etc.). It will also
> consider the adequacy of the proposed approach, the organizational
> structure, the roles and experience of the known partners, the
> management approach, the commitments of partners and contributors, and
> the team\'s understanding of the scope of work (covering all elements
> of the mission, including contributions). The relationship of the work
> to the project schedule, the project element interdependencies, and
> associated schedule margins will also be evaluated. Investigations
> proposing new technology will be penalized for risk if adequate backup
> plans to ensure success of the mission are not described. The proposal
> must discuss the methods and rationale (cost models, cost estimating
> relationships of analogous missions, etc.) used to develop the
> estimated cost and must include a discussion of cost risks. Innovative
> cost effective features, processes, or approaches will be rewarded if
> proven sound.
>
> The evaluation will consider the proposer's understanding of the
> processes, products, and activities required to accomplish development
> of all elements (e.g., flight systems, ground and data systems, etc.),
> the integration of all elements, and the adequacy of the proposed
> approach including reserves and margins. The technical approach will
> be examined in its entirety to ensure that: (1) all elements and
> processes are addressed, (2) weaknesses and design issues are
> understood and plans for resolution have been identified, (3)
> fundamental design trades have been identified and studies planned,
> and (4) primary performance parameters have been identified and
> minimum thresholds established. GFE, as defined in the AO, will be
> assessed to verify that it is being used within its intended
> capability. The overall approach (including schedule), the specific
> design concepts, and the known hardware/software will be evaluated for
> soundness, achievability, and maturity. Resiliency and design
> performance margins will be factors in this evaluation. Proposers must
> address how developmental problems with new technology will be
> addressed in order to ensure mission success. The experience and
> expertise of the development organizations will be important factors
> in assessing the probability of success. Innovative cost effective
> features, processes, or approaches will be rewarded if proven sound.
>
> The credibility and realism of the cost estimates and the planned
> financial resiliency will be evaluated. The underlying rationales for
> the cost estimates, including reserves, and the development schedule,
> including schedule margins, will be factors in this evaluation. The
> adequacy of reserves in the context of the recommendations of the NASA
> Integrated Action Team (NIAT) are also factored into this evaluation.
>
> The information provided in the Management section must demonstrate
> the proposer\'s plans, processes, tools, and organization for managing
> and controlling the development and operation of the mission,
> including performance measurement and reporting. The soundness and
> completeness of the approach and the probability that the management
> team can assure mission success will be evaluated by reviewing the
> organizational structure (including roles, responsibilities,
> accountability, and decision making process) and the processes, plans,
> and strategies the team will use to manage the various mission
> elements through all phases of the mission. Factors in this evaluation
> will include: clear lines of authority, clean interfaces, prudent
> scheduling and cost control mechanisms, review processes, and
> demonstrated awareness of all necessary management processes. The
> adequacy with which risk management activities are planned and
> budgeted incorporating the recommendations of the NASA Integrated
> Action Team (NIAT) Report, are also factored into this evaluation.
> Additional factors in the evaluation of the probability of mission
> success will include the experience, expertise, and commitment of key
> personnel and the organizations to which they are attached, the
> adequacy of facilities and equipment proposed for the mission, the
> adequacy of the team's approach to risk management, and the adequacy
> of the management and control mechanism. Innovative management
> processes and plans will be rewarded if proven to be sound.
>
> The completeness of the Phase B plans will be considered in
> determining the adequacy of the Phase B approach. This will include an
> evaluation of the activities/products, the organizations responsible
> for those activities/products, and the schedule to accomplish the
> activities/products.

#### 

#### Quality of Plans for Education and Public Outreach

All proposed investigations must include an Education/Public Outreach
component as part of their Concept Study Report. The criteria to be used
to evaluate the E/PO component are given in Appendix B of this document.
See also section 3.7 of the AO, and section H1 and Appendix B of this
document for further details on the E/PO requirements.

#### 

#### Quality of Plans for Advanced Technology Infusion and Transfer

The technology plan will be reviewed to determine the extent to which it
meets the requirements given in section 3.8.1 of the AO. See section H2
of this document for further information.

#### Quality of Plans for Small Disadvantaged Business Activities and involvement of Minority Institutions. 

The small disadvantaged business plan will be evaluated to determine the
extent to which it meets the participation requirements and goals given
in section 3.8.2 of the AO. See section H3 of this document for further
information.

[PART II - REQUIRED QUANTITIES, MEDIA, FORMAT, AND CONTENT]{.underline}

Forty paper copies of the Concept Study Report are required. An
additional 25 copies of the Fact Sheet (see Section C, below) are
required. It is required that each paper copy of the CSR be accompanied
by a CD containing an electronic version of the CSR in a single file to
facilitate searching for specific information (the PDF format is
preferred). The required uniform format and contents are summarized
below. Failure to follow this outline may result in reduced ratings
during the evaluation process.

When changes have been made to any data provided with the original
proposal as a result of the concept study, these [changes from the
proposal must be clearly identified]{.underline}. The content of each
requirement is discussed in the subsequent paragraphs. Note that all
program constraints, guidelines, requirements, and definitions given in
the AO are still valid for the Concept Study Report except as noted
herein.

The CSR shall contain no more than 132 pages, including no more than
seven foldout pages (28 x 43 cm; i.e., 11 x 17 inches). Three-ring
binders may be used.

• A foldout page counts as one page

• All pages other than foldout pages shall be 8.5 x 11 inches or A4
European Standard

• Single- or double-column format is acceptable.

• In complying with the page limit, no page may contain more than 55
lines of text and the type font must not be smaller than 12-point except
within figures and tables, where the type font must not be smaller than
10-point.

The following page limits apply:

+-----------------------------------------------------+-----------------+
| **Section**                                         | **Page Limit**  |
+-----------------------------------------------------+-----------------+
| > A. Cover Page and Investigation Summary           | > No page       |
|                                                     | > limit, but be |
|                                                     | > concise       |
+-----------------------------------------------------+-----------------+
| > B. Table of Contents                              | > 2             |
+-----------------------------------------------------+-----------------+
| > C. Fact Sheet                                     | > 2             |
+-----------------------------------------------------+-----------------+
| > D. Executive Summary                              | > 5             |
+-----------------------------------------------------+-----------------+
| > E. Science Investigation (changes highlighted)    | > 25            |
+-----------------------------------------------------+-----------------+
| > F. Technical Approach                             | > 98            |
| >                                                   |                 |
| > G. Management Plan                                |                 |
| >                                                   |                 |
| > H. Education, Public Outreach, New Technology,    |                 |
| > and Small Disadvantaged Business Plans            |                 |
| >                                                   |                 |
| > I. Phase B Plan                                   |                 |
+-----------------------------------------------------+-----------------+
| > J. Cost Plan for Phases A through E               | > No page       |
|                                                     | > limit, but    |
|                                                     | > data must be  |
|                                                     | > presented in  |
|                                                     | > formats       |
|                                                     | > described; be |
|                                                     | > brief         |
+-----------------------------------------------------+-----------------+
| > K. Changes required for and implications of being | > No page       |
| > the second MIDEX launched under this AO.          | > limit, but be |
|                                                     | > brief         |
+-----------------------------------------------------+-----------------+
| > L. Justification and Cost Plan for any Phase F    | > No page       |
| > Activities                                        | > limit, but    |
|                                                     | > data must be  |
|                                                     | > presented in  |
|                                                     | > formats       |
|                                                     | > described; be |
|                                                     | > brief and     |
|                                                     | > concise       |
+-----------------------------------------------------+-----------------+
| > M. Appendices (No other appendices permitted)     | > No page       |
|                                                     | > limit, but    |
| 1\. Letters of Endorsement                          | > small size    |
|                                                     | > encouraged    |
| > 2\. Relevant Experience and Past Performance      |                 |
| >                                                   |                 |
| > 3\. Resumes                                       |                 |
| >                                                   |                 |
| > 4\. Statement(s) of Work for Each Contract Option |                 |
| >                                                   |                 |
| > 5\. Mission Definition and Requirements Agreement |                 |
| >                                                   |                 |
| > 6\. Orbital Debris Analysis                       |                 |
| >                                                   |                 |
| > 7\. Data Management Plan                          |                 |
| >                                                   |                 |
| > 8\. Any Incentive Plan(s)                         |                 |
| >                                                   |                 |
| > 9\. Any NASA PI Proposing Team                    |                 |
| >                                                   |                 |
| > 10\. Technical Content of Any International       |                 |
| > Agreements                                        |                 |
| >                                                   |                 |
| > 11\. Discussion on Compliance with U.S. Export    |                 |
| > Laws and Regulations -- Update from Proposal      |                 |
| >                                                   |                 |
| > 12\. Acronyms List                                |                 |
| >                                                   |                 |
| > 13\. Reference List (Optional)                    |                 |
+-----------------------------------------------------+-----------------+

A. COVER PAGE AND INVESTIGATION SUMMARY

A Cover Page and Investigation Summary must be a part of the proposal,
but will not be counted against the page limit. It must be signed by the
Principal Investigator and an official by title of the investigator's
organization who is authorized to commit the organization. Create a
custom cover page which contains the following information. The full
names of the Principal Investigator and the authorizing official, their
addresses with zip code, telephone and fax numbers, and electronic mail
addresses, are required, as well as the names, institutions, and E-mail
addresses of all participants, the type of investigation proposed, the
total NASA OSS Cost, and a 200-word Summary. A hard copy version of this
Cover must be printed in time to acquire signatures and include with the
original hard copy of the CSR.

B. TABLE OF CONTENTS

The CSR shall contain a table of contents that parallels the outline
provided in Sections C through M below.

C. FACT SHEET

A Fact Sheet that provides a brief summary of the proposed investigation
must be included. The information conveyed on the Fact Sheet must
include the following: science objectives (including the importance of
the science to the NASA science themes), mission overview (including
mission objectives and major mission characteristics), science payload,
key spacecraft characteristics, anticipated launch vehicle, major
elements of the E/PO program, mission management (including teaming
arrangement as known), schedule, and cost estimate. Other relevant
information, including figures or drawings, may be included at the
proposer's discretion. The Fact Sheet is restricted to two pages
(preferably a double-sided single sheet).

D. EXECUTIVE SUMMARY

The Executive Summary is to be a summary of the contents of the CSR and
is to include an overview of the proposed baseline investigation
including its scientific objectives, the technical approach, management
plan, cost estimate, education and public outreach, technology, and
small disadvantaged business plans. The Executive Summary must be no
more than 5 pages in length.

E. SCIENCE INVESTIGATION

This section shall describe the science investigation resulting from the
Concept Study. Any descoping of, or changes to, the investigation from
the baseline and minimum mission science defined in the proposal must be
identified and the rationale for the change(s) given. Changes may be
highlighted in bold with column marking for easy identification or may
be provided in a change matrix giving the original (proposed)
requirement, the new requirement, rationale for the change, and its
location within the CSR. If there are no changes, this section must be
repeated identically from the proposal with a statement that there are
no changes.

Special attention must be given to assuring that both the planning and
resources are adequate to analyze, interpret, and archive all the data
produced by the investigation in the appropriate data archive. Resources
include cost, schedule, and work-hours for scientific interpretation of
results and publication.

It is expected that changes will be required in the description of the
science implementation, especially as relates to the criterion for
feasibility. A page quota larger than that in the step 1 proposal has
been allotted for this purpose.

F. TECHNICAL APPROACH

The Technical Approach section must detail the method and procedures for
investigation definition, design, development, testing, integration,
ground operations, and flight operations. A discussion of all
new/advanced technologies planned for the investigation must be provided
and include backup plans with scheduled decision criteria if those
technologies cannot be made ready. This section must also detail the
expected products and end items associated with each phase. Mission
teams have the freedom to use their own processes, procedures, and
methods. The use of innovative processes, techniques, and activities by
mission teams in accomplishing their objectives is encouraged when cost,
schedule, technical improvements, and risk containment can be
demonstrated. The benefits and risks, if any, of any such processes and
products must be discussed. This section must be complete in itself
without the need to request additional data, although duplications may
be avoided by reference to other sections of the CSR if necessary. For
Missions of Opportunity, provide the information that is related to the
proposed investigation's requirements on and interfaces with the
sponsor's instrument/spacecraft. NASA will not be evaluating the
sponsoring mission or spacecraft, however, it must have sufficient data
about these to understand how the NASA funded project will be
implemented and to evaluate the probability of scientific success.

1\. [Technical Approach Overview]{.underline}. This section must provide
a brief overview of the technical approach including its key challenges.

2\. [Mission Design]{.underline}. This section must fully describe the
operational phase of the mission from launch to end of mission. It must
include information on the proposed launch date (including launch date
flexibility), launch location and vehicle, trajectories, Delta-V
requirements, orbit characteristics, mission duration, and a preliminary
mission timeline indicating periods of data acquisition, data downlink,
etc. The mission design must also describe the communications network to
be used and interface requirements, along with potential impacts or
conflicts with other users of the selected communications resources.
Describe any design trade studies conducted or planned.

A "traceability matrix" showing how the proposed mission design complies
with the stated objectives, requirements, and constraints of the
proposed investigation must be included. The rationale for the selection
of launch vehicle must be included. The concept study must identify any
innovative features of the mission design that minimize total mission
costs.

3\. [Spacecraft.]{.underline} This section must describe the spacecraft
design/development approach, particularly as it relates to new versus
existing hardware and redundant versus single-string hardware. It must
fully identify the spacecraft systems and describe their characteristics
and requirements. A description of the flight system design with a block
diagram showing the flight subsystems and their interfaces must be
included, along with a description of the flight software and the
approach for its development, and a summary of the estimated performance
of the flight system. The flight heritage or rationale used to select
the flight system and its subsystems, major assemblies, and interfaces
must be described. The discussion of heritage must address two important
issues: (1) prior flight experience or flight-qualified design of
specific subsystem components, and (2) overall subsystem design, whether
new, modified, or exact repeat of a design flown previously. Cost
savings that result from heritage will be quantified and explained in
the Cost Plan section (Section J) below. This section must also discuss
the design *process* used: trade studies, simulations, technology
development, engineering models, prototypes, etc.

Subsystem characteristics and requirements must be described to the
greatest extent possible. Such characteristics include current best
estimate and contingency for: mass, volume, and power requirements;
pointing knowledge and accuracy; new developments needed; space
qualification plan; and logistics support. These subsystems may include:
structural/mechanical, solar array/power supply (and batteries),
electrical, thermal control, propulsion, communications, attitude
control, command, and data handling, etc. Any design features
incorporated to effect cost savings must be identified; however,
benefits must be specified and enabling assumptions or risks must be
identified. A summary of the resource elements of the flight systems
design concept, including key margins, must be provided. The rationale
for, and derivation of, margin allocations including mass, power,
communication link, pointing accuracy, etc., must be provided. Those
design margins that are driving costs must be identified. Provide data
in tables to show the current estimate of computer memory margin and
computer processor utilization margin. A Master Equipment List must
summarize component-level information for all hardware subsystems of the
spacecraft, any other hardware elements, and instruments.

4\. [Science Payload]{.underline}. This section must describe the
science payload for the investigation. Highlight any changes to the
payload or individual instruments or their performance since submission
of the proposal. Information pertinent to the accommodation of the
instrumentation on the spacecraft must also be included. Subsystem
characteristics and requirements must be described. Such characteristics
include: mass, volume, and power requirements; pointing requirements;
new developments needed; and a space qualification plan. Include where
appropriate: block diagrams, layouts, calibration plans, operational and
control considerations, and software development. Any design features
incorporated to effect cost savings must be identified. A summary of the
resource elements of the instrument design concept, including key
margins, must be provided. The rationale for margin allocation must be
provided. Those design margins that are driving costs must be
identified. Reference may be made to Section E of the CSR to avoid
duplication.

5\. [Payload Integration]{.underline}. This section must characterize
the interface between the instruments and the flight system. These
include, but are not limited to: volumetric envelope, fields of view,
weight, power requirements, thermal requirements, command and telemetry
requirements, sensitivity to or generation of contamination (e.g.,
electromagnetic interference, gaseous effluents, etc.), data processing
requirements, as well as the planned process for physically and
analytically integrating them with the flight system. The testing
strategy of the science payload, prior to integration with the
spacecraft, must be discussed.

6\. [Manufacturing, Integration, and Test]{.underline}. This section
must describe the manufacturing strategy to produce, test, and verify
the hardware/software necessary to accomplish the mission. It must
include a description of the main processes/procedures planned in the:
fabrication and contamination control of flight hardware, development
and configuration control of software, production personnel resources,
incorporation of new technology/materials, and preliminary test and
verification program. The environmental tests planned must be discussed
and proposed test margins and durations for the environmental test
program specified. Part burn-in requirements that will be used for the
program must also be defined. Describe the approach for transitioning
from design to manufacturing and specify data products which will be
used to assure producibility and adequate tooling availability.

The approach, techniques, and facilities planned for integration, test
and verification, and launch operations phases (including launch
integration and processing), consistent with the proposed schedule and
cost, must be described. A preliminary schedule for manufacturing,
integration, and test activities must be included. A description of the
planned end items, including engineering and qualification hardware,
must be included.

7\. [Mission Operations, Ground, and Data Systems]{.underline}. This
section must discuss mission operations and the ground operations
support required for the proposed investigation. The planned approach
for managing mission operations and all flight operations support,
including mission planning and scheduling, command sequence generation,
uplink commanding, trajectory tracking, and telemetry downlink and
analysis must be discussed. Describe all inter-facility communications,
computer security, or near real-time ground support requirements, and
indicate any special equipment or skills required of ground personnel.
Provide a staffing plan for both mission operations and science payload
operations. Contact with the SOMO (Space Operations Management Office)
during the Concept Study is encouraged to better understand the options
and associated costs for NASA-provided operations and communications
services.

> Proposers are free to proposed use of services from sources other than
> the NASA Space Operations Management Office (SOMO). Services provided
> by SOMO include support for communications, tracking, mission
> operations, flight dynamics, and data processing. Costs for such
> services, whether obtained from NASA or other sources, must be
> included in the cost estimate. Projects must conduct trade studies on
> the use of SOMO-provided services versus any proposed alternatives.
> Explorer projects may optionally conduct such studies in Phase A, but
> must conduct such studies no later than Phase B. In general,
> SOMO-provided services must be employed whenever they meet mission
> objectives at a life-cycle cost to the project or to the Office of
> Space Science (OSS) that is less than or equal to any proposed
> alternatives. SOMO will assist Explorer proposers in identifying SOMO
> services, prices, and cost trades. If OSS and SOMO agree that the
> proposed approach does not result in the lowest life cycle cost, OSS
> may direct the Explorer project to modify its approach. Information on
> NASA SOMO space communications capabilities and costing is given in
> the document, *NASA\'s Mission Operations and Communications
> Services,* available in the MIDEX Program Library.
>
> The approach to the development of the ground data system, including
> the use, if any, of existing facilities including Government
> facilities, must be described. All usage of the Deep Space Network
> (DSN) and of any existing non-DSN facilities, including the Tracking
> and Data Relay Satellite System (TDRSS), must be explicitly described
> and costed as separate line items. Any mission-unique facilities must
> be adequately described. Include a block diagram of the Ground Data
> System (GDS) showing the end-to-end concept (acquisition through
> archiving in the appropriate data archive) for operations and data
> flow to the subsystem level. Describe all communications, tracking,
> and ground support requirements. Describe the space/ground link
> spectrum requirements and the licensing approach. The NASA Frequency
> Spectrum Management organizations can be used if the mission uses
> frequencies allocated to the government and the data transmitted is
> not used directly for commercial purposes. Describe the software
> design heritage and software development approach and its relationship
> to the flight system software development.

Specific features incorporated into the flight and ground system design
that lead to low-cost operation must be identified. The use of any
existing mission operations facilities and processes must be described,
as well as any new facilities required to meet mission objectives.

8\. [Facilities]{.underline}. Provide a description of any new, or
modifications to existing, facilities, laboratory equipment, and ground
support equipment (GSE) (including those of the team's proposed
contractors and those of NASA and other U.S. Government agencies)
required to execute the investigation. The outline of new facilities and
equipment must also indicate the lead time involved and the planned
schedule for construction, modification, and/or acquisition of the
facilities.

9\. [Product Assurance, Mission Assurance and Safety]{.underline}. This
section must describe the process by which the product quality is
assured to meet the customer's specifications, including identification
of trade studies, the parts selection strategy, and the plans to
incorporate new technology. This section must also describe the product
assurance plan, including plans for problem/failure reporting,
inspections, quality control, parts selection and control, reliability,
safety assurance, and software validation. In addition, investigators
must be aware of mission assurance topics of recent Agency-level special
emphasis for all NASA missions. Such topics include Red Team Reviews,
subsystem-level Failure Mode Effects Analysis, Probabilistic Risk
Assessment with its subset of analysis tools, Continuous Risk
Management, and Software Independent Verification and Validation.
Further discussion of these topics can be found in the document \"MIDEX
Safety, Reliability, and Quality Assurance Requirements,\" available
from the MIDEX Program Library at
http://explorer.larc.nasa.gov/explorer/mel.html.

G. MANAGEMENT PLAN

This section sets forth the investigator's approach for managing the
work, the recognition of essential management functions, and the overall
integration of these functions. This section must specifically discuss
the decision-making process to be used by the team, focusing
particularly on the roles of the Principal Investigator and Project
Manager in that process. The management plan gives insight into the
organizations proposed for the work, including the internal operations
and lines of authority with delegations, together with internal
interfaces and relationships with NASA, major subcontractors, and
associated investigators. It also identifies the institutional
commitment of all team members (including team members responsible for
E/PO), and the institutional roles and responsibilities. The use of
innovative processes, techniques, and activities by mission teams in
accomplishing their objectives is encouraged; however, they must be
employed only when cost, schedule, or technical improvements can be
demonstrated and specific enabling assumptions are identified.

1\. [Team Member Responsibilities]{.underline}. This section must
describe the roles, responsibilities, time commitment, and experience of
all team member organizations and key personnel, with particular
emphasis placed on the responsibilities assigned to the Principal
Investigator (PI), the Project Manager, and other key personnel. In
addition, information must be provided which indicates what percentage
of time key personnel will devote to the mission, the duration of
service, and how changes in personnel will be accomplished. (Note: The
experience of the PI and science team members does not need to be
included in this section since that is addressed in the science
investigation section.)

a\. [Organizational Structure]{.underline}. The management
organizational structure of the investigation team must be described in
the CSR. A Work Breakdown Structure (WBS) must be provided. The CSR must
describe the responsibilities of each team member organization and its
contributions to the investigation. Each key position, including its
roles and responsibilities, how each key position fits into the
organization, and the basic qualifications required for each position,
must be described. A discussion of the unique or proprietary
capabilities that each member organization brings to the team, along
with a description of the availability of personnel at each partner
organization to meet staffing needs must be included. The contractual
and financial relationships between team partners must be discussed.

Summarize the relevant institutional experience in this section, and
refer to supporting detail included in Section M2, Relevant Experience
and Past Performance. If experience for a partner is not equivalent to,
or better than, the requirements for the proposed mission, explain how
confidence can be gained that the mission can be accomplished within
cost and schedule constraints.

b\. [Experience and Commitment of Key Personnel]{.underline}. Provide a
history of experience explaining the relationship of the previous
experience to each key individual's role; include the complexity of the
work and the results.

i\. [Principal Investigator]{.underline}. The role(s), responsibilities,
and time commitment of the Principal Investigator must be discussed.
Provide a reference point of contact, including address and phone
number.

ii\. [Project Manager.]{.underline} The role, responsibilities, time
commitment, and experience of the Project Manager must be discussed.
Provide a reference point of contact, including address and phone
number.

iii\. [Other Key Personnel]{.underline}. The roles, responsibilities,
time commitments, and experience of other key personnel in the
investigation including Co-Investigators must be described.

2\. [Management Processes and Plans]{.underline}. This section must
describe the management processes and plans necessary for the logical
and timely pursuit of the work (including E/PO), accompanied by a
description of the work plan. This section must also describe the
proposed methods of hardware and software acquisition. The management
processes which the investigator team proposes, including the
relationship between organizations and key personnel must be discussed,
including the following, as applicable: systems engineering and
integration; requirements development; configuration management;
schedule management; team member coordination and communication;
progress reporting, both internal and to NASA; performance measurement;
and resource management. This discussion must include all phases of the
mission including preliminary analysis, technical definition, the design
and development, and operations phases, along with the expected products
and results from each phase. Unique tools, processes, or methods which
will be used by the investigation team must be clearly identified and
their benefits discussed. All project elements must be covered to assure
a clear understanding of project-wide implementation.

3\. [Schedules]{.underline}. The schedule and workflow for the complete
mission life-cycle must be clearly defined, and the method and tools to
be used for internal review, control, and direction discussed. Schedules
for all major activities, interdependencies between major items,
deliveries of end items, critical paths, schedule margins, and long-lead
procurement needs (defined as hardware procurements required before the
start of Phase C/D) must be clearly identified and discussed.

4\. [Risk Management.]{.underline} This section must describe the
approach to, and plans for, risk management to be taken by the team,
both in the overall mission design and in the individual systems and
subsystems. Plans for using standard risk management tools, especially
fault tree analysis, probabilistic risk assessments, and failure modes
and effects analyses, must be described. Particular emphasis must be
placed on describing how the various elements of risk, including new
technologies used, will be managed to ensure successful accomplishment
of the mission within cost and schedule constraints. Investigations
dependent on new technology will be penalized for risk if adequate plans
to ensure success of the investigation are not described. The top 3
risks and their mitigation plans must be discussed.

A summary of reserves in cost and schedule must be identified by Phase
and project element and year and the rationale for them discussed. The
specific means by which integrated costs, schedule, and technical
performance will be tracked and managed must be defined. Specific
reserves and the timing of their application must be described.
Management of the reserves and margins, including who in the management
organization manages the reserves and when and how the reserves are
released, must be discussed. This must include the strategy for
maintaining reserves as a function of cost-to-completion. All funded
schedule margins must be identified. The relationship between the use of
such reserves, margins, potential descope options, and their effect on
cost, schedule, and performance must be fully discussed. When
considering potential descope options, consider the investigation as a
total system including instrument(s), spacecraft, ground system, launch
services, and operations.

5\. [Government Furnished Property, Services, Facilities,
etc.]{.underline} This section must clearly delineate the
Government-furnished property, services, facilities, etc. required to
accomplish all phases of the mission.

6\. [Reviews]{.underline}. This section must list the major project
reviews expected to be conducted during the project's life cycle and the
approximate time frame of each. The objective of each review must be
indicated. Systems-level reviews will be chaired by the GSFC Systems
Management Office. Allowance must also be made for government-initiated
independent assessment reviews, such as Confirmation Assessments,
Independent Annual Reviews and Red Team Reviews. Note that regular
reviews of the progress of the E/PO component of the missions must be
held in the same way that progress on the scientific and technical
aspects are reviewed.

7\. [Reporting]{.underline}. This section must clearly describe the
approach to reporting progress to the Government and indicate the
progress reviews the Government is invited to attend to provide
independent oversight. The process, including the individual or
organization responsible for reporting integrated cost, schedule, and
technical performance must be discussed. A description of the
information to be presented must be included. Planned project status
reporting must include quarterly presentations to the governing Program
Management Council (PMC), monthly status reporting to the Explorers
Program Office, and after the Project Critical Design Review (CDR), a
brief weekly summary of progress via a web-based NASA Office of Space
Science reporting site.

8.  [Software Independent Verification and Validation
    (IV&V)]{.underline}. This section must describe the plan to obtain
    software IV&V from the NASA IV&V Facility in Fairmont, West Virginia
    for all project-produced flight and ground software, or to obtain
    approval from the Fairmont facility to substitute a center or
    contractor IV&V process instead.

> For Missions of Opportunity, in addressing the areas above, describe
> how the investigation team will interrelate with the sponsoring
> organization, organizationally, and managerially and provide:

-   The status of the commitment from the spacecraft builder/owner or
    sponsoring organization to fly the proposed instrument or conduct
    the proposed investigation.

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-   If and how the proposed investigation relates to the spacecraft
    sponsor's overall mission objectives.

    H. EDUCATION AND PUBLIC OUTREACH, NEW TECHNOLOGY, AND SMALL
    DISADVANTAGED BUSINESS PLAN

    The education and public outreach, new technology, and small
    disadvantaged business plan must provide a summary of the benefits
    offered by the mission beyond the scientific benefits brought by
    obtaining and analyzing the desired scientific data.

    1\. [Education and Public Outreach Activities]{.underline}. This
    section must build upon and extend the discussion of E/PO activities
    given in the proposal. See Appendix B of this document for guidance.
    As noted earlier in these Guidelines, it is expected that the
    Concept Study plans will be substantially refined and expanded
    beyond the level of detail contained in the original proposal. Plans
    for product development and dissemination, contributions to the
    training of underserved and/or underutilized groups in science and
    technology, arrangements with partners, schedules and budgets for
    activities, and etc., are to be defined in sufficient detail that
    they can be evaluated at an appropriate level of depth. Where
    appropriate, references should be made to the Management Plan and
    other relevant sections for information on how the work is to be
    arranged, directed, implemented, reviewed, and reported. Letters of
    support/commitment from partners/subcontractors and resumes from key
    E/PO personnel must be included as appendices to the concept study
    report.

    2\. [Small Disadvantaged Business and Other Minority
    Institutions]{.underline}. A summary plan is required specifying the
    proposed investigation's commitment to meet NASA's SDB and other
    minority institution participation goals as described in Section
    XIII of Appendix A of the AO. In addition, as also specified in
    Appendix A, subcontracting plans will be required to execute the
    contract option for investigation implementation. Phase A funds can
    no longer be used to develop subcontracting plans. Reimbursement for
    subcontracting plans can only be as an indirect, so-called bid and
    proposal, cost.

    3\. [New Technology.]{.underline} This section must discuss how new
    technology relates to the proposed investigation, including: (1)
    insertion of new technology into the project, (2) transfer of new
    technology from the project to other projects or programs, and (3)
    commercialization of new technology. The functions that the new
    technology performs and how it will be demonstrated for the
    investigation must be described. Also to be discussed is the
    development of partnerships among space, non-space firms,
    educational, other nonprofit organizations, and government entities
    to facilitate technology development, transfer, and
    commercialization along with how the mission team will implement the
    transfer and/or commercialization.

    I. TECHNICAL DEFINITION (PHASE B) PLAN

    This section must describe the plans and products for the technical
    definition phase (Phase B) of the Project. The key mission tradeoffs
    and options to be investigated during the Phase B must be
    identified. This section must identify those issues, technologies,
    and decision points critical to mission success. These plans must
    include a detailed schedule and define the products (including a
    Project Plan) and the schedule for their delivery.

    J. COST PLAN

    The cost plan must provide information on the anticipated costs for
    phases A through E for the preferred baseline launch date. Section K
    contains guidance on information needed regarding the second MIDEX
    launch date. A detailed cost proposal is required for Phase B/C/D.
    Cost estimates are required for Phase E, including a description of
    the estimating techniques used to develop the cost estimates. (Note:
    see Section L for requirements for any Phase F costs.) A discussion
    of the basis of estimate must be provided with a discussion of
    heritage and commonality with other projects. Quantify and explain
    any cost savings that result from heritage. All costs, including all
    contributions made to the investigation, must be included. Proposers
    must complete a summary of total mission cost by fiscal year as
    shown in **Figure 1,** Total Mission Cost Funding Profile. The
    purpose of this summary is to present all costs for the project *on
    one page,* by project phase (A through E), by participating
    organization, and by fiscal year. If obligation authority in excess
    of identified costs is required, the proposal must also indicate the
    authority needed by year.

    In addition, for each phase of the investigation (A, B/C/D, and E) a
    Time Phased Cost Breakdown for each Work Breakdown Structure (WBS)
    element, as shown in **Figure 2**, must be completed. Use only the
    line items shown in Figure 2 that are relevant for each phase of the
    project. The purpose of this set of Figures is to provide detailed
    insight into how the project allocates funding during each phase of
    work.

    The cost of the entire project must be summarized on one page, and
    presented in the format shown in **Figure 3**. The purpose of Figure
    3 is to (1) provide detailed insight into project costs by cost
    element and (2) provide a basis for comparison of the project
    proposed cost with the evaluation team's independent cost analysis.
    Identify each reserve amount to the lowest level consistent with the
    proposed reserve management strategy. For example, if each subsystem
    manager will have spending authority over a reserve for the
    subsystem, each such amount must be identified separately. If more
    convenient, the reserve details may be shown in a separate table,
    with totals reported as shown in Figure 3. Show costs for all
    development elements by recurring and non-recurring components in
    the format of **Figure 4**. Show costs (NASA OSS and contributed)
    associated with each Co-Investigator in the format of **Figure 5**.
    All co-investigators must be included in Figure 5. Note that all
    contributions, including Co-I support, must be documented by a
    Letter of Endorsement.

    Proposers must include all contributions provided by non-OSS NASA
    Centers, including Civil Servant services, as well as the cost for
    the use of Government facilities and equipment on a full-cost
    accounting basis. All direct and indirect costs associated with the
    work performed at NASA Centers must be fully costed and accounted
    for in the proposal and summarized using the template provided in
    **Figure 6**. The purpose of this data is twofold: 1) to determine
    those costs that are included in the NASA OSS cost but are not
    funded out of the MIDEX program, and 2) to determine civil service
    contributions that are not included in the NASA OSS cost. Teams
    should work with their respective NASA Centers to develop estimates
    for these costs.

    Note that the definitions for cost element terms shown in the cost
    figures are given in Appendix A of this document. This is not to be
    confused with the elements of cost listed in 1.e below.

    The inflation index provided in Appendix B (Table B4) of the AO must
    be used to calculate all real-year dollar amounts, unless an
    industry forward pricing rate is used. If something other than the
    provided inflation index is used, the rates used must be documented.

    All costs shall include all burdens and profit/fee in real-year
    dollars by fiscal year, assuming the inflation rates used by NASA
    (provided above) or specifically identified industry forward pricing
    rates.

    1\. [Definition, Design, and Development (Phase B/C/D) Cost
    Proposal]{.underline}. This section provides a detailed cost
    proposal for performing Phase B/C/D. The cost proposal should
    correlate with the plans set forth in the Science, Technical
    Approach, and Management sections of the concept study

    a\. [Work Breakdown Structure]{.underline}. A Work Breakdown
    Structure (WBS) must be included for Phase B/C/D. The structure of
    the WBS should be consistent with the plans set forth in the
    Technical Approach and Management sections of the concept study and
    the Statement of Work provided as an Appendix to the concept study.
    The WBS shall be described to the subsystem level (e.g., Attitude
    Control System, Propulsion, Structure and Mechanisms) for the
    spacecraft and to at least the instrument level for simple
    instruments and to the major component level for more complicated
    instruments. All other elements of the WBS must be at least to the
    major task level (e.g., Project Management, Systems Engineering,
    Ground Support Equipment).

    b\. [Workforce Staffing Plan]{.underline}. Provide a workforce
    staffing plan which is consistent with the Work Breakdown Structure.
    This workforce staffing plan must include all team member
    organizations and must cover all management, technical (scientific
    and engineering), and support staff. The workforce staffing plan
    must be phased by fiscal year. Time commitments for the Principal
    Investigator, Project Manager, Co-Investigators, and other key
    personnel must be clearly shown.

    c\. [Proposal Pricing Technique]{.underline}. Describe the process
    and techniques used to develop the Phase B/C/D cost proposal. For
    portions of the cost proposal developed using a grass-roots
    methodology, provide the bases from which the estimates were derived
    and details on how the estimates were extrapolated from the bases.
    For portions of the cost proposal derived from vendor
    quotes/historical actuals/catalogue prices/etc. include sufficient
    information to understand the fidelity of the values. For portions
    of cost the proposal derived from analogies, describe the value of
    and the methodology for extrapolating the analogy. For portions of
    the cost proposal derived parametrically, provide a description of
    the cost-estimating model(s) and techniques used in the Phase B/C/D
    cost estimate. Discuss the heritage of the models and/or techniques
    applied to this estimate, including any known differences between
    missions contained in the model\'s data base and key attributes of
    the proposed mission. Include the assumptions used as the basis for
    the Phase B/C/D cost and identify those which are critical to cost
    sensitivity in the investigation. If any \"discounts\" were assumed
    in the cost estimates for business practice initiatives or
    streamlined technical approaches, describe how these have been
    incorporated in the cost estimate and will be managed by the
    investigation team.

    d\. [Phase B/C/D Time-Phased Cost Summary]{.underline}. Provide a
    summary of the total Phase B/C/D costs consistent with Figure 2. The
    Phase B/C/D cost summary should be developed consistent with the
    Work Breakdown Structure and must include all costs to NASA OSS
    along with all contributed costs. The Phase B/C/D time phased cost
    summary must be phased by fiscal year.

    e\. [Elements of Cost Breakdown]{.underline}. To effectively
    evaluate the Phase B/C/D cost proposals, NASA requires cost or
    pricing data as defined in FAR 15.401 and supporting evidence
    stating the basis for the estimated costs by the WBS levels used in
    Figure 2. This information is in addition to that provided in
    Figures 1 through 6. The proposal will include, but is not limited
    to the following elements of cost:

    i\. [Direct Labor]{.underline}.

    \(1\) Explain the basis of labor-hour estimates for each of the
    labor classifications.

    \(2\) State the number of productive work-hours per month.

    \(3\) Provide a schedule of the direct labor rates used in the
    proposal. Discuss the basis for developing the proposed direct labor
    rates for the team member organizations involved; the
    forward-pricing method (including midpoint, escalation factors,
    anticipated impact of future union contracts, etc.); and elements
    included in the rates, such as overtime, shift differential,
    incentives, allowances, etc.

    \(4\) If available, submit evidence of Government approval of direct
    labor rates for proposal purposes for each labor classification for
    the proposed performance period.

    \(5\) If Civil Servant labor is to be used in support of the Phase
    B/C/D study, but is not to be charged directly to the investigation,
    then this labor must be considered as a contribution by a domestic
    partner, subject to the same restrictions as other contributions by
    domestic or foreign partners. A discussion of the source of funding
    for the Civil Servant contributions must be provided.

    ii\. [Direct Material]{.underline}. Submit a summary of material and
    parts costs for each element of the WBS.

    iii\. [Subcontracts]{.underline}. Identify fully each effort (task,
    item, etc. by WBS element) to be subcontracted, and list the
    selected or potential subcontractors, locations, amount
    budgeted/proposed, and types of contracts. Explain the adjustments,
    if any, and the indirect rates (or burdens) applied to the
    subcontractors\' proposed amounts anticipated. Describe fully the
    cost analysis or price analysis and the negotiations conducted
    regarding the proposed subcontracts. Phase A funds can no longer be
    used to develop subcontracting plans. Reimbursement for
    subcontracting plans can only be as an indirect, so-called bid and
    proposal, cost.

    iv\. [Other Direct Costs]{.underline}.

    \(1\) [Travel, Relocation, and Related Costs]{.underline}. Provide a
    summary of the travel and relocation costs including the number of
    trips, duration, and purpose of the trips.

    \(2\) [Computer]{.underline}. Provide a summary of all unique
    computer-related costs.

    \(3\) [Consultants]{.underline}. Indicate the specific task area or
    problem requiring consultant services. Identify the proposed
    consultants, and state the quoted daily rate, the estimated number
    of days, and associated costs (such as travel), if any. State
    whether the consultant has been compensated at the quoted rate for
    similar services performed in connection with Government contracts.

    \(4\) [Other]{.underline}. Explain and support any other direct
    costs included in the Phase B/C/D proposal in a manner similar to
    that described above.

    v\. [Indirect Costs]{.underline}.

    \(1\) List all indirect expense rates for the team member
    organizations. Indirect expense rates (in the context of this AO)
    include labor overhead, material overhead, general and
    administrative (G&A) expenses, and any other cost proposed as an
    allocation to the proposed direct costs.

    \(2\) If the proposal includes support services for which off-site
    burden rates are used, provide a schedule of the off-site burden
    rates. Include a copy of the company policy regarding off-site vs.
    on-site effort.

    \(3\) If available, submit evidence of Government approval of
    any/all projected indirect rates for the proposed period of
    performance. Indicate the status of rate negotiations with the
    cognizant Government agency, and provide a comparative listing of
    approved bidding rates and negotiated actual rates for the past
    five (5) fiscal years.

    \(4\) Discuss the fee arrangements for the major team partners.

    2\. [Mission Operations and Data Analysis (Phase E) Cost
    Estimate]{.underline}. This section provides a cost estimate for
    performing the Mission Operations and Data Analysis Phase (Phase E)
    portion of the mission. The Phase E cost estimates should correlate
    with the plans set forth in the Science, Technical Approach, and
    Management sections. In completing this section, the following
    guidelines will apply:

    a\. [Work Breakdown Structure]{.underline}. A Work Breakdown
    Structure (WBS) must be included for the Mission Operations and Data
    Analysis Phase of the mission. The WBS should be consistent with the
    plans set forth in the Technical Approach and Management sections
    and the Statement of Work that is provided as an Appendix.

    b\. [Cost Estimating Technique]{.underline}. Describe the process
    and techniques used to develop the Phase E cost estimate. For
    portions of the cost proposal developed using a grass-roots
    methodology, provide the bases from which the estimates were derived
    and details on how the estimates were extrapolated from the bases.
    For portions of the cost proposal derived from vendor
    quotes/historical actuals/catalogue prices/etc. include sufficient
    information to understand the fidelity of the values. For portions
    of cost the proposal derived from analogies, describe the value of
    and the methodology for extrapolating the analogy. For portions of
    the cost proposal derived parametrically, provide a description of
    the cost-estimating model(s) and techniques used in your Phase E
    cost estimate. Discuss the heritage of the models applied to this
    estimate including any known differences between missions contained
    in the model\'s data base and key attributes of the proposed
    mission. Include the assumptions used as the basis for the Phase E
    cost and identify those which are critical to cost sensitivity in
    the investigation. If any \"discounts\" were assumed in the cost
    estimates for business practice initiatives or streamlined technical
    approaches, describe how these have been incorporated in the cost
    estimate and will be managed by the investigation team.

    c\. [Workforce Staffing Plan]{.underline}. Provide a workforce
    staffing plan (including civil service) which is consistent with the
    Work Breakdown Structure. This workforce staffing plan must include
    all team member organizations and must cover all management,
    manufacturing, technical (scientific and engineering), and support
    staff. The workforce staffing plan must be phased by fiscal year.
    Time commitments for the Principal Investigator, Co-Investigators,
    Project Manager, and other key personnel must be clearly shown.

    d\. [Phase E Time-Phased Cost Summary]{.underline}. Provide a
    summary of the total Phase E costs consistent with Figure 2. The
    Phase E cost summary should be developed consistent with the Work
    Breakdown Structure and must include all costs to NASA OSS, along
    with all contributed costs. The Phase E time phased cost summary
    [must be phased by fiscal year]{.underline}.

e.  [Elements of Cost Break Down]{.underline}. Provide cost or pricing
    data as defined in FAR 15.401 and supporting evidence stating the
    basis for the estimated cost including but not limited to the
    elements of cost described under section K.1.e above.

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4.  [Total Mission Cost (TMC) Estimate]{.underline}. This section must
    summarize the estimated costs to be incurred in Phases A through E
    including: Concept Study (Phase A), Technical Definition (Phase B);
    Design and Development Phase (Phase C/D); Mission Operations and
    Data Analysis Phase (Phase E); launch vehicle, upper stages, and
    launch services; Deep Space Network and other ground system costs;
    and cost of activities associated with social or educational
    benefits (if not incorporated in any of Phases A through E). Figure
    1 must be used to summarize these costs. The total mission cost
    estimate should be developed consistent with the Work Breakdown
    Structure. Detailed plans for any aspects of the mission not
    discussed elsewhere in the CSR must be discussed here. The funding
    profile must be optimized for the mission. Contributions not
    included in the NASA OSS cost must be clearly identified as separate
    line items.

5\. [Total E/PO Cost Estimate]{.underline}: This section must summarize
the estimated costs to be incurred in Phases A through E of the
investigation for the E/PO component. This summary should be consistent
with and relate directly to the top-level E/PO budget lines in Figures 1
through 6 as appropriate and describe how these costs relate to the
activities, products, programs, partnership arrangements, etc., defined
in Section H.

**FIGURE 1**

**TOTAL MISSION COST FUNDING PROFILE TEMPLATE**

(FY costs\* in Real Year Dollars, Totals in Real Year and FY 2002
Dollars)

<table>
<colgroup>
<col style="width: 18%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 10%" />
<col style="width: 12%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Item</td>
<td>FY1</td>
<td>FY2</td>
<td>FY3</td>
<td>FY4</td>
<td>FY5</td>
<td>FYn</td>
<td>...</td>
<td><p>Total</p>
<p>(Real Yr.)</p></td>
<td><p>Total</p>
<p>(FY 2002)</p></td>
</tr>
<tr class="even">
<td>Phase A</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>- Organization B</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- etc.</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase B</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase C/D</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase E</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Launch services</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Ground Data System Dev</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>E/PO</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>Other (specify)</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="even">
<td><strong>NASA OSS Mission Cost</strong></td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td colspan="4">Contributions by Organization (Non-U.S. or U.S.)
to:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase A</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase B</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase C/D</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Phase E</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Launch Services</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Ground Data System Dev</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- Organization A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>E/PO</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>Other (specify)</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="even">
<td><strong>Contributed Costs (Total)</strong></td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><strong>Mission Totals</strong></td>
<td>$</td>
</tr>
</tbody>
</table>

\* Costs must include all costs including fee

**FIGURE 2**

(Phased costs in Real Year Dollars, Totals in Real Year and FY2002
Dollars)

+------------------------------+-------+-------+-------+-------+-------+
| **TIME PHASED COST BREAKDOWN |       |       |       |       |       |
| BY WBS AND MAJOR COST        |       |       |       |       |       |
| CATEGORY**                   |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **WBS/Cost Category          | FY1   | FY2   | • • • | Total | Total |
| Description**                |       |       |       | (     |       |
|                              |       |       |       | RY\$) | (FY20 |
|                              |       |       |       |       | 02\$) |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Direct Labor Cost**  | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+
| WBS 1.0 Management           |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS 2.0 Spacecraft           |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS 2.1 Structures &         |       |       |       |       |       |
| Mechanisms                   |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS 2.2 Propulsion           |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Subcontract Costs**  | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| :                            |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Materials &          | \$    | \$    | \$    | \$    | \$    |
| Equipment Cost**             |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| :                            |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Reserves**           | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| :                            |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Other Costs**        | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| :                            |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Fee                          |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| E/PO                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Other (Specify)              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Contract Cost**      | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Other Costs to NASA  | \$    | \$    | \$    | \$    | \$    |
| OSS**                        |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Launch Services              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Ground Segment               |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| E/PO                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Other (Specify)              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **Total Contributions**      | \$    | \$    | \$    | \$    | \$    |
|                              |       |       |       |       |       |
| (Non-U.S. or U.S.)           |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Organization A:              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| Organization B:              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| WBS \# and Description       |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| etc.                         |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
|                              |       |       |       |       |       |
+------------------------------+-------+-------+-------+-------+-------+
| **TOTAL COST FOR PHASE**     | \$    | \$    | \$    | \$    | \$    |
+------------------------------+-------+-------+-------+-------+-------+

**Figure 3** Fiscal Year Costs in Real Year Dollars (to nearest
thousand)

(Totals in Real Year and Fiscal Year 2002 Dollars)

<table>
<colgroup>
<col style="width: 37%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 6%" />
<col style="width: 7%" />
<col style="width: 0%" />
<col style="width: 7%" />
<col style="width: 0%" />
<col style="width: 12%" />
<col style="width: 11%" />
<col style="width: 1%" />
</colgroup>
<tbody>
<tr class="odd">
<td><strong>Cost Element</strong></td>
<td>FY1</td>
<td>FY2</td>
<td>FY3</td>
<td>...</td>
<td colspan="2">FYn</td>
<td colspan="2"><p>Total</p>
<p>(RY$)</p></td>
<td colspan="2"><p>Total</p>
<p>(FY2002$)</p></td>
</tr>
<tr class="even">
<td>Phase A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td><strong>Total Phase A</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Phase B</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td><strong>Total Phase B</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Phase C/D</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Instrument A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Instrument B</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Instr Integ, Assy &amp; Test</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td><em>Subtotal - Instruments</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Spacecraft Bus</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Spacecraft Integ, Assy &amp; Test</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Other Hardware Elements</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Launch Ops</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td><em>Subtotal - Spacecraft</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Proj Mgmt/Miss Analysis/Sys Eng</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Science Team Support</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Prelaunch GDS/MOS Development</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>E/PO, Other<sup>*</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td><em>Subtotal Phase C/D before Reserves</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Instrument Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Spacecraft Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Other Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td><strong>Total Phase C/D</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Phase E</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>MO&amp;DA</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Tracking Services</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>E/PO, Other<sup>*</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td><em>Subtotal Phase E before Reserves</em></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Reserves</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td><strong>Total Phase E</strong></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td>Launch Services</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td><strong>Total NASA OSS Cost</strong></td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td colspan="2">$</td>
<td colspan="2">$</td>
<td colspan="2">$</td>
</tr>
<tr class="even">
<td>Contributions<sup>*</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td>Total Contributions</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td colspan="2">$</td>
<td colspan="2">$</td>
<td>$</td>
<td colspan="2">$</td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="5">Total Mission Cost</td>
<td>$</td>
<td></td>
</tr>
</tbody>
</table>

\*Specify each item on a separate line; include Education & Public
Outreach, facilities, etc.

**Figure 4**

Phase C/D Development Costs

in Real Year Dollars (to nearest thousand)

+------------------------+-------------+----------+---------+--------+
| **Cost Element**       | No          | R        | Total   | Total  |
|                        | n-Recurring | ecurring |         |        |
|                        |             |          | (RY\$)  | (FY2   |
|                        |             |          |         | 002\$) |
+------------------------+-------------+----------+---------+--------+
| Instrument A^\*^       |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Instrument B\*         |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Instrument n^\*^       |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| *Subtotal -            |             |          |         |        |
| Instruments*           |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Structure and          |             |          |         |        |
| Mechanisms             |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Attitude Control       |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Power                  |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Subsystem n            |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| *Subtotal - Spacecraft |             |          |         |        |
| Bus*                   |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| Any other elements     |             |          |         |        |
| (specify)              |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| *Subtotal - Other      |             |          |         |        |
| elements*              |             |          |         |        |
+------------------------+-------------+----------+---------+--------+
| **Total NASA OSS       |             |          |         |        |
| Development Cost**     |             |          |         |        |
+------------------------+-------------+----------+---------+--------+

\* Specify each instrument by subsystem/components where possible

**FIGURE 5**

**CO-INVESTIGATOR COMMITMENT AND COST**

**FUNDING PROFILE TEMPLATE**

(FY costs in Real Year Dollars, Totals in Real Year and FY2002 Dollars)

+-----------------+---------+---------+---------+---------+---------+
|                 | Phase B | Phase   | Phase E | Total   | Total   |
|                 |         | C/D     |         |         |         |
|                 |         |         |         | (Real   | (FY     |
|                 |         |         |         | Year)   | 2002)   |
+-----------------+---------+---------+---------+---------+---------+
| ***NASA OSS     |         |         |         |         |         |
| Cost***         |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #1         |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #2         |         |         |         |         |         |
|                 |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #n         |         |         |         |         |         |
|                 |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| **Total NASA    |         |         |         |         |         |
| OSS**           |         |         |         |         |         |
|                 |         |         |         |         |         |
| **Co-I Cost**   |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
|                 |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| ***C            |         |         |         |         |         |
| ontributions*** |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #1         |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #2         |         |         |         |         |         |
|                 |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Co-I #n         |         |         |         |         |         |
|                 |         |         |         |         |         |
| Na              |         |         |         |         |         |
| me/Organization |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Percent Time    |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| Cost            |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+
| **Total         |         |         |         |         |         |
| Contributed**   |         |         |         |         |         |
|                 |         |         |         |         |         |
| **Co-I Cost**   |         |         |         |         |         |
+-----------------+---------+---------+---------+---------+---------+

**FIGURE 6**

**NASA CIVIL SERVICE COSTS**

**FUNDING PROFILE TEMPLATE**

(FY costs in Real Year Dollars, Totals in Real Year and FY2002 Dollars)

<table>
<colgroup>
<col style="width: 18%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 10%" />
<col style="width: 12%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Item</td>
<td>FY1</td>
<td>FY2</td>
<td>FY3</td>
<td>FY4</td>
<td>FY5</td>
<td>FYn</td>
<td>...</td>
<td><p>Total</p>
<p>(Real Yr.)</p></td>
<td><p>Total</p>
<p>(FY 2002)</p></td>
</tr>
<tr class="even">
<td>Workforce</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>- NASA Center B</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- etc.</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Facilities</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>E/PO,Other*</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><strong>NASA Civil Service Costs included in NASA OSS
Cost</strong></td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td colspan="4">Contributions by NASA Centers</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Workforce</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>- NASA Center B</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td>- etc.</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="even">
<td>Facilities</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>E/PO, Other*</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>- NASA Center A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><strong>Contributed NASA Civil Service costs</strong></td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
<td>$</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><strong>Mission Totals</strong></td>
<td>$</td>
</tr>
</tbody>
</table>

\*Specify each item on a separate line.

K. CHANGES REQUIRED FOR AND IMPLICATIONS OF BEING THE SECOND MIDEX
LAUNCHED UNDER THIS AO

In order to quickly execute a contract for the mission selected as the
second launch under this AO, the proposer must provide sufficient
information to understand the implications of this delay to the science
investigation and to the implementation of the mission. The information
should be provided in the following format:

[Science Investigation Implications]{.underline}. Describe the
implications to achieving the proposed science investigation objectives
if the mission is delayed.

[Implementation Plan Changes]{.underline}: Describe how the proposed
implementation activities would be affected by the delay and include a
revised version of the schedule presented in the baseline concept study.
Describe in detail what tasks would be accomplished in the extended
Phase B and provide the same level of information requested in the
Technical Definition (Phase B) Plan section (Section I). If Phases C/D
are modified, address any risks that might be added to the mission as a
result of the delay and how those risks would be managed and mitigated.
It is not expected that Phase E will change, but if it does, provide
similar information as requested for previous phases.

[Cost Plan Changes]{.underline}: If the work/cost content does not
change from the baseline, only provide new versions of Figures 1, 3 and
4. The information in the Implementation Plan Changes section should
correlate with the revised cost profile. If the content changes, then a
new version of Figure 2 is required with sufficient explanation to
understand the differences between the baseline costs and the alternate
launch date costs. Inflation is not considered a content change.

NOTE:

1\. The MIDEX NASA OSS cost cap applies to this alternative.

2\. The level of funding available for the initial period of Phase B is
unknown due to the uncertainties in the first mission\'s funding
profile. The Team must plan an intelligent and efficient development
approach to the delayed launch date with a revised funding profile which
meets this new plan. If proposed funding levels for this option exceed
the available annual resources, NASA will work with the Team to arrive
at a mutually acceptable funding profile within the NASA OSS cap.

L. JUSTIFICATION AND COST PLAN FOR ANY PHASE F ACTIVITIES

Phase F activities, discussed in section 3.2.2 of the AO, include
extended missions, guest investigator programs, general observer
programs, and archival data analysis programs. The selections of MIDEX
missions and missions of opportunity from the step 1 proposals were made
primarily on the merit of the baseline proposed science. No prejudice or
commitment to any attendant proposed Phase F activity was made at
selection. It is incumbent upon proposers, therefore, to fully discuss
these project additions in the Concept Study Report.

In the Concept Study, sufficient data and justifications must be
provided to enable analysis of not only the science value, but also the
validity and viability of the concept and cost to provide these
additions. All definitions, guidelines and constraints outlined in the
AO and applicable to these additions are still valid for the Concept
Study. Narrative descriptions, rationale, and data for these
enhancements will not be page count limited. Conciseness and brevity,
however, are encouraged.

Funding for Phase F activities is considered outside the AO cost caps,
and will therefore result in a separate decision by NASA as to whether
to accept or reject these proposed expansions to the baseline science
mission. Sufficient clarity in the Concept Study Report must exist to
allow contractual execution if NASA Downselects the mission or mission
of opportunity and elects to include either or all of these additions.

This section is to also provide a cost estimate for performing any Phase
F activities. In completing the cost section, the guidelines for Phase
B/C/D apply.

Complete a summary of costs according using the format shown in Figure
7. Include a discussion of the estimating techniques used to develop the
cost estimates. These costs do not count against the NASA OSS cost cap.

**FIGURE 7**

**FUNDING PROFILE TEMPLATE FOR ANY PHASE F ACTIVITIES**

(FY costs in Real Year Dollars, Totals in Real Year and FY 2002 Dollars)

+------------------+--------+--------+--------+----------+------------+
| Item             | FY1    | FY2    | Fyn    | Total    | Total      |
|                  |        |        |        |          |            |
|                  |        |        |        | (Real    | (FY 2002)  |
|                  |        |        |        | Yr.)     |            |
+------------------+--------+--------+--------+----------+------------+
| Extended Mission | \$     | \$     | \$     | \$       | \$         |
+------------------+--------+--------+--------+----------+------------+
| \- Organization  |        |        |        |          |            |
| A                |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| \- Organization  |        |        |        |          |            |
| B                |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| \- etc.          |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| Guest            | \$     | \$     | \$     | \$       | \$         |
| Investigator     |        |        |        |          |            |
| Program          |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| \- Organization  |        |        |        |          |            |
| A                |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| General Observer |        |        |        |          |            |
| Program          |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| \- Organization  |        |        |        |          |            |
| A                |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| Archival Data    | \$     | \$     | \$     | \$       | \$         |
| Analysis Program |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| \- Organization  |        |        |        |          |            |
| A                |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+
| #####            | \$     | \$     | \$     | \$       | \$         |
| ## Additions to  |        |        |        |          |            |
|                  |        |        |        |          |            |
| **NASA OSS       |        |        |        |          |            |
| Cost**           |        |        |        |          |            |
+------------------+--------+--------+--------+----------+------------+

M. APPENDICES

The following additional information is required to be supplied with the
CSR. This information can be included as Appendices to the CSR, and, as
such, will not be counted within the specified page limit.

1\. [Letters of Endorsement]{.underline}. Letters of endorsement must be
provided from all organizations participating in and critical to the
investigation. This requirement also applies to all organizations making
contributions. Letters of endorsement must be signed by both the lead
representative from each organization represented on the team, and by
institutional and Government officials authorized to commit their
organizations to participation in the proposed investigation. If
government funding is required to support a contribution, a letter of
support or commitment is required from the government funding agency,
signed by an official authorized to commit the agency. Signed letters of
support or commitment must be provided from all E/PO partners or
subcontractors detailing their commitment to or involvement in the E/PO
effort.

2\. [Relevant Experience and Past Performance]{.underline}. Proposals
must include a discussion of relevant experience and past performance by
the major team partners in meeting the requirements of projects similar
to the subject of this CSR. For this part of the CSR, we are seeking
information about the partner organizations rather than individuals.
Projects that ended more than 5 years ago need not be included in the
discussion. The discussion of relevant experience and past performance
must include a description of each project; its relevance to the subject
of the CSR; the proposed performance and the actual performance; the
proposed cost and actual cost; the proposed schedule and actual
schedule; an explanation of any differences between proposed
performance, cost and schedule and what was actually achieved; and
points of contact for the past project\'s customer. If the customer for
the past project was the United States government, then the contract
number must be included along with current technical point(s) of contact
and phone number(s). For projects that are not yet complete, the current
projected performance, cost, and schedule must be used in place of
actual values.

> In evaluating the CSR, NASA will consider the past performance of the
> major partner organizations. The evaluation of past performance will
> not be arithmetic; instead, the information deemed to be most relevant
> and significant will receive the greatest consideration. Relevant
> experience will be viewed as the demonstrated accomplishment of work
> which is comparable or related to the objectives of the CSR. In
> conducting the evaluation, NASA reserves the right to use all
> information available.

The team is cautioned that omissions or an inaccurate or inadequate
response to this evaluation item will have a negative effect on the
overall evaluation, and while NASA may consider data from other sources,
the burden of providing relevant references that NASA can readily
contact rests with the team.

3\. [Resumes]{.underline}. Provide resumes for all key personnel
identified in the Management section. Also provide resumes for key E/PO
lead personnel. Include resume data on experience that relates to the
job these personnel will be doing for the proposed investigation.

4\. [Statements of Work for each Contract Option]{.underline}. Provide
draft Statement(s) of Work for all potential contracts with NASA. These
Statement(s) of Work must (as a minimum) be for each contract option
(i.e., Phase B/C/D, and Phase E) and clearly define all proposed
deliverables (including science data) for each option, potential
requirements for Government facilities and/or Government services, and a
proposed schedule for the entire mission.

5\. [Mission Definition and Requirements Agreement]{.underline}. A draft
Mission Definition and Requirements Agreement must be provided. An
example of a Mission Definition and Requirements Agreement is provided
in the MIDEX Program Library.

6\. [Orbital Debris Analysis]{.underline}. In compliance with NASA
Policy Directive 8710.3 (NASA Policy For Limiting Orbital Debris
Generation), all missions will need to conduct a formal assessment
during Phase A of the orbital debris the spacecraft will create upon
mission termination. NASA Safety Standard (NSS) 1740.14 states that the
risk of human casualty per reentry event has to be less than 0.0001. For
spacecraft at an inclination of 28 degrees, this translates into a total
debris area for components and structural fragments surviving reentry of
8 m^2^. If the assessment to be conducted during Phase A indicates that
the spacecraft will produce a larger debris area, a proper disposal of
the spacecraft upon mission termination will need to be specified in the
Phase A report. NSS 1740.14 can be obtained at
[http://www.orbitaldebris.jsc.nasa.gov/mitigate/nss1740/nss1740.html]{.underline}.

> This evaluation can be made with the Debris Assessment Software
> written and maintained by Orbital Debris Program Office at the Johnson
> Space Center. The software and additional information can be obtained
> at
> [http://www.orbitaldebris.jsc.nasa.gov/mitigate/mitigation.html]{.underline}.

7\. [Data Management Plan]{.underline} A draft Data Management Plan is
required.

8\. [Incentive Plan(s)]{.underline}. Draft Incentive Plans (if
applicable) must be included with the concept study. Incentive Plans
must outline contractual incentive features for all major team members.
Incentive Plans must include both performance and cost incentives, as
appropriate.

9\. [NASA PI Proposing Teams]{.underline}. The same guidelines as in AO
Appendix B apply.

10\. [Technical Content of any International Agreement(s).]{.underline}
Draft language for the technical content of any International
Agreement(s) are required for all non-U.S. partners in the
investigation. A sample agreement is available in the MIDEX Program
Library. The draft language must include (i) a brief summary of the
mission and the foreign partner\'s role in it, (ii) a list of NASA\'s
responsibilities within the partnership, and (iii) a list of the
non-U.S. partner\'s responsibilities in within the partnership. Note
that NASA prefers to establish agreements with government funding
agencies, not with the institution which will be funded to perform the
work.

11\. [Discussion on Compliance with U.S. Export Laws and
Regulations]{.underline}. Provide an update to the discussion in the
proposal. Investigations that include international participation,
either through involvement of non-U.S. nationals and/or involvement of
non-U.S. entities must include a section discussing compliance with U.S.
export laws and regulations; e.g., 22 CFR 120-130, *et seq*. and 15 CFR
730-774, *et seq*., as applicable to the scenario surrounding the
particular international participation. The discussion must describe in
detail the proposed international participation and is to include, but
not be limited to, whether or not the international participation may
require the proposer to obtain the prior approval of the Department of
State or the Department of Commerce via a technical assistance agreement
or an export license, or whether a license exemption/exception may
apply. If prior approvals via licenses are necessary, discuss whether
the license has been applied for or if not, the projected timing of the
application and any implications for the schedule. Information regarding
U.S. export regulations is available through Internet URLs
[http://www.pmdtc.org](http://www.pmdtc.org/) and
[http://www.bxa.doc.gov](http://www.bxa.doc.gov/). Proposers are advised
that under U.S. law and regulation, spacecraft and their specifically
designed, modified or configured systems, components, parts, etc., such
as the instrumentation being sought under this AO, are generally
considered "Defense Articles" on the United States Munitions List and
are therefore subject to the provisions of the International Traffic in
Arms Regulations, 22 CFR 120-130, *et seq*.

12\. [Acronyms List.]{.underline}

13\. [References List (Optional)]{.underline} Concept studies may
provide, as an appendix, a list of reference documents and materials
used in the concept study. The documents and materials themselves cannot
be submitted, except as a part of the concept study.

APPENDIX A

PROGRAM COST ELEMENT DEFINITIONS

**[Introduction]{.underline}**

This is a short dictionary of definitions for the cost elements shown in
the figures and tables and discussed in the body of this *Criteria and
Guidelines for Concept Study* document.

**Project Management/Mission Analysis/Systems Engineering**

Project management costs include all efforts associated with project
level planning and directing of prime and subcontractor efforts and
interactions, as well as project-level functions such as quality control
and product assurance. Mission Analysis includes preflight trajectory
analysis and ephemeris development. Systems engineering is the
project-level engineering required to ensure that all satellite
subsystems and payloads function properly to achieve system goals and
requirements. This cost element also includes the data/report generation
activities required to produce internal and deliverable documentation.

**Instruments**

Instrument costs include costs incurred to design, develop and fabricate
the individual scientific instruments or instrument systems through
delivery of the instruments to the spacecraft for integration. Costs for
instrument integration, assembly, and test are to be shown separately
from instrument development. Costs incurred for integration of the
instruments to the spacecraft are included in the Spacecraft
Integration, Assembly & Test cost element (see below).

**Spacecraft Bus**

Spacecraft bus costs include costs incurred to design, develop, and
fabricate (or procure) the spacecraft subsystems. Costs for integration
and assembly are not included in this element. Component level test and
burn-in is included in this cost element. System tests are included in
Spacecraft IA&T (see below).

**Spacecraft Integration, Assembly & Test (IA&T)**

S/C integration, assembly and test is the process of integrating all
spacecraft subsystems and payloads into a fully tested, operational
satellite system. The total cost of IA&T for a satellite includes
research/requirements specification, design and scheduling analysis of
IA&T procedures, ground support equipment, systems test and evaluation,
and test data analyses. Typical satellite system tests include thermal
vacuum, thermal cycle, electrical and mechanical functional, acoustic,
vibration, electromagnetic compatibility/interference, and pyroshock.

**Launch Checkout & Orbital Operations**

Launch checkout and orbital operations support costs are those involving
pre-launch planning, launch site support, launch-vehicle integration
(spacecraft portion), and the first 30 days of flight operations.

#  {#section-3 .unnumbered}

# Pre-Launch Science Team Support {#pre-launch-science-team-support .unnumbered}

Includes all Phase B/C/D (pre-launch) support costs for the science
team. (See MO&DA below for post-launch component.)

**Pre-Launch GDS/Mission Operations Services (MOS) Development**

Includes costs associated with development and acquisition of the ground
infrastructure used to transport and deliver the telemetry and other
data to/from the Mission Operations Center and the Payload Operations
Center. (For more information, refer to *NASA's Mission Operations and
Communications Services* document in the MIDEX Program Library.)
Includes development of science data processing and analysis capability.
Also includes pre-launch training of the command team, development and
execution of operations simulations, sequence development, and flight
control software. This element includes any mission-unique tracking
network development costs.

**Mission Operations and Data Analysis (MO&DA)**

This cost element refers only to Phase E (post-launch) and has two major
components: Mission Operations and Data Analysis. Mission operations
comprises all activities required to plan and execute the science
objectives, including spacecraft and instrument navigation, control,
pointing, health monitoring, and calibration. Data analysis activities
include collecting, processing, distributing and archiving the
scientific data. MO&DA costs include post-launch all costs for people,
procedures, services, hardware and software to carry out these
activities. It includes post-launch science team support costs.

It does [not]{.underline} include costs of any "Phase F" activities.

"Phase F" Activities

Options for enlarging the science impact beyond the baseline mission,
such as extended missions, guest investigator programs, general observer
programs, or archival data analysis programs are termed "Phase F"
activities. These costs do not count against the mission funding cap.

**Tracking Services including DSN**

This line item includes all costs associated with this service for the
specific proposed mission profile. (Refer to NASA' s Mission Operations
and Communications Services, in the MIDEX Program Library).

**Education and Public Outreach**

Includes all costs associated with developing and implementing the
proposed project's programs for education and public outreach.

#  {#section-4 .unnumbered}

# Project-Unique Facilities {#project-unique-facilities .unnumbered}

If the proposed project requires construction or lease of any ground
facilities, include here only the portion of costs to be borne by the
proposed project, with description of the nature and extent of any
cost-sharing arrangements assumed.

**Launch Services**

Launch vehicles and services are either procured and provided by NASA to
launch spacecraft under fixed price contracts, or provided by the
proposer. Launch services can be either ELV or Shuttle opportunities. In
the case of an ELV launch, launch service price includes procurement of
the ELV, spacecraft-to-launch vehicle integration, placement of
spacecraft into designated orbit, analysis, post-flight mission data
evaluation, oversight of the launch service and coordination of
mission-specific integration activities. In the case of a Shuttle
launch, launch services cost based on payload weight/volume will be
provided by the Space Shuttle upon request by the proposer. Costs will
include mission unique, upper stage(s), and integration costs. (For more
information, refer to the *MIDEX Expendable Launch Vehicles Services
Information Summary Document* or the *MIDEX Space Shuttle Launch
Opportunities Document* in the MIDEX Program Library.)

**Reserves**

In that NASA maintains no reserves for missions, reserves must include
those [project]{.underline} funds that are not allocated specifically to
estimated resources, but are held against contingencies or
underestimation of resources to mitigate the investigation risk.
Reserves must be reported according to the proposed reserve management
strategy. For example, if the reserve is divided into funds to be
pre-allocated to the flight system and instrument payload, with another
portion held at the project level, specific dollar amounts to fund each
must be identified.

**NASA Center Costs (all categories)**

Additional costs borne by the project for NASA Center participation. For
example, there may be additional project management/systems engineering
costs, above those incurred by the spacecraft prime contractor, which
are due to NASA employee participation. These costs must be reported on
a full-cost accounting basis.

APPENDIX B

EDUCATION/PUBLIC OUTREACH

CRITERIA, REQUIREMENTS, AND GUIDELINES

I. [EVALUATION CRITERIA]{.underline}

E/PO portions of the Concept Study Report (CSR) will be evaluated by
appropriately qualified scientific, education, and outreach personnel.
The results of those evaluations will be explicitly considered by the
OSS Selecting Official as an integral part of the overall evaluation and
selection process.

There are seven evaluation criteria against which proposed OSS E/PO
activities will be evaluated \--four general criteria and three specific
criteria. Please note that the general criteria were revised in August
2001 after the release of the AO. These revisions are intended to
simplify the proposers task of addressing the general criteria as well
as simplify and streamline the evaluation process.

The [general]{.underline} criteria to be applied to the evaluation of
[all]{.underline} proposals, which reflect requirements necessary for
further consideration of a proposal, are:

-   The quality, scope, realism, and appropriateness of the proposed
    E/PO program including the general intellectual linkage to the
    science objectives of the parent research proposal;

-   The adequacy, appropriateness, and realism of the proposed budget
    including demonstration of effective use of funds;

-   The capabilities and commitment of the proposer and the proposer's
    team to carry out the proposed E/PO program, including the direct
    involvement of one or more science team members in overseeing and
    carrying out the proposed E/PO program and the establishment or
    continuation of effective partnerships with institutions and/or
    personnel in the fields of education and/or public outreach as the
    basis for and an integral element of the proposed E/PO program; and

-   The adequacy of plans for evaluating the effectiveness and impact of
    the proposed education/outreach activity.

To ensure that the goals and objectives of the OSS E/PO strategy are
realized in practice, proposals will also be evaluated using the
following [specific]{.underline} criteria listed below. Based on the
funding guidelines given in the AO, E/PO programs will involve the
expenditure of substantial resources. Therefore, it is expected that
proposed E/PO programs will have a breadth and depth commensurate with
these resources. Such programs are expected to be multi-faceted in
nature, address a number of different aspects of education and outreach
contained in the specific criteria, and have state, regional, or
national scope. The specific E/PO criteria are:

-   For proposals dealing directly with or strongly affecting the formal
    education system (e.g., through teacher workshops or student
    programs carried out at informal education institutions such as
    science museums and planetariums), the degree to which the proposed
    E/PO effort is aligned with and linked to nationally recognized and
    endorsed education reform efforts and/or reform efforts at the state
    or local levels;

-   The degree to which the proposed E/PO effort contributes to the
    training of underserved and/or underutilized groups and their
    involvement in and broad understanding of science and technology;

-   The potential for the proposed E/PO activity to expand its scope by
    having an impact beyond the direct beneficiaries, reaching large
    audiences, being suitable for replication or broad dissemination, or
    drawing on resources beyond those directly requested in the
    proposal.

Although creativity and innovation are certainly encouraged, note that
neither of these sets of criteria focuses on the originality of the
proposed effort. Instead, NASA seeks assurance that the proposer is
personally committed to the E/PO effort and the mission PI and/or
appropriate research team members will actively be involved in carrying
out a meaningful, effective, credible, and appropriate E/PO activity;
that such an activity has been carefully planned and will be effectively
executed; and that the proposed investment of resources will make a
significant contribution toward meeting OSS E/PO plans and objectives.

In order to provide further insight to prospective proposers about the
meaning of these evaluation criteria (and to ensure that E/PO proposals
are reviewed on a consistent basis), OSS has developed an Explanatory
Guide to the Office of Space Science Education and Public Outreach
Evaluation Criteria. This document was revised in February 2002 and is
available through the MIDEX Program Library or may be accessed following
the directions in Section 3.7 of the AO. Navigation through this
Explanatory Guide at its Web site is facilitated by internal links. This
Guide is not an extension of the E/PO requirements or criteria but is
meant to provide an easy-to-follow introduction to the OSS Education and
Public Outreach Program using a series of Frequently Asked Questions
(FAQs) followed by a detailed discussion of the E/PO review criteria.
"Indicators" contained in that discussion are the ones used by reviewers
as the basis for their evaluation. Therefore, all proposers are strongly
urged to review this Explanatory Guide.

II\. [ASSISTANCE FOR THE PREPARATION OF E/PO PROPOSALS]{.underline}

NASA OSS has established a nation-wide support infrastructure of space
science education/public outreach groups one of whose purposes is to
directly aid space science investigators in identifying and developing
high quality E/PO opportunities. This infrastructure provides the
coordination, background, and linkages for fostering partnerships
between the space science and E/PO communities, and the services needed
to establish and maintain a vital national, coordinated, long-term OSS
E/PO program. Of particular interest are two elements of this system
(which are also described in more detail in the OSS education/outreach
implementation plan referred to in Section 3.7 of the AO):

> Four OSS science theme-oriented E/PO \"Forums\" have been established
> to help orchestrate and organize in a comprehensive way the
> education/outreach aspects of OSS space science missions and research
> programs, and provide both the space science and education communities
> with ready access to relevant E/PO programs and products; and
>
> Seven regional E/PO \"Broker/Facilitators\" to search out and
> establish high leverage opportunities, arrange alliances between
> educators and OSS-supported scientists, and help scientists turn
> results from space science missions and programs into
> educationally-appropriate activities suitable for regional and/or
> national dissemination

Prospective proposers are strongly encouraged to make use of these
groups to help identify suitable E/PO opportunities and arrange
appropriate alliances. Proposers should be careful to note that these
Forums and Broker/Facilitators have been established to provide help,
but [the responsibility for actually developing the E/PO program and
writing the proposal is that of the proposer]{.underline}. Points of
contact and addresses for all of these E/PO Forums and
Broker/Facilitators may be found at
\<[http://spacescience.nasa.gov/education/resources/ecosystem/index.htm\>]{.underline}.

III\. [PREPARATION AND SUBMISSION OF AN E/PO PROPOSAL]{.underline}

An E/PO proposal is to consist of a contiguous body, budget, and key
personnel workforce information:

-   The body of the E/PO proposal is limited to four pages and must
    include the following parts: a brief abstract of the proposed
    activity (not to exceed 800 characters); an expanded description of
    the E/PO objectives and planned activities; a description of the
    intended involvement of the Principal Investigator and/or key
    science team members in the proposed E/PO effort; a description of
    any educational personnel who are involved in the effort (resumes),
    including proposed partnership institutions (together with specific
    indicators of commitment on the part of partners where appropriate);
    a description of how the effort will be managed; and an explanation
    of the requested E/PO budget (including expenditures for
    Co-Is/subcontractors). Note that the mission PI or one of the
    science team members of the parent research proposal
    [must]{.underline} have the prime responsibility for overseeing the
    implementation of the proposed E/PO activity. The responsible
    individual must be clearly identified in the body of the E/PO
    proposal. Details of organizational and management arrangements
    described in the Management section of the CSR may be included by
    reference and do not have to be repeated in this section of the
    proposal.

-   The period of performance of an E/PO activity is generally expected
    to coincide with that of the proposed investigation throughout all
    phases including the data analysis phase. To the extent that the
    details are available, the E/PO budget must be summarized for its
    entire intended total period of performance, as well as for each
    individual year thereof, using the budget summary formats at the end
    of this Appendix. In addition, this E/PO budget must be integrated
    into the budget for the entire proposed investigation as specified
    elsewhere in this document. Note that these budget summary sheets
    are not included in the page limits. This information is intended to
    help OSS assess the adequacy, appropriateness, and realism of the
    budget for the proposed E/PO program.

IV\. [ADDITIONAL INFORMATION]{.underline}

General questions about the OSS E/PO program may be directed to:

Rosalyn A. Pertzborn

Program Planning Specialist

Code S

Office of Space Science

NASA Headquarters

Washington, DC 20546

Email: <rpertzbo@hq.nasa.gov>

Telephone: 202/358-1953

**E/PO Template #1**

E/PO Program Budget

(FY costs in Real Year Dollars, Totals in Real Year and FY 2002 Dollars)

  ------------------ ------- ------- ------- ------- ----------- -----------
                     FY1     FY2     FY3     FYn     Total (Real Total (FY
                                                     Yr.)        2002)

                                                                 

  Personnel                                                      

  Subcontract #1                                                 

  Subcontract #2                                                 

  Subcontract #n                                                 

  Consultants                                                    

  Equipment                                                      

  Supplies                                                       

  Travel                                                         

  Other Direct Costs                                             

  Facilities                                                     

  Administration                                                 

  Other Indirects                                                

  Subtotal                                                       

  Cost Sharing                                                   

  TOTAL                                                          
  ------------------ ------- ------- ------- ------- ----------- -----------

[Instructions for E/PO Budget summary --]{.underline} [TEMPLATE
#1]{.underline}

• Provide, as attachments, detailed computations of all estimates in
each cost category with narratives as required to fully explain each
proposed cost as follows.

1\. Personnel: Attachments must list the number and titles of personnel,
amounts of time to be devoted to the project, and rates of pay including
salaries, wages, and fringe benefits.

2\. [Subcontracts/Partners/Co-I Institutions]{.underline}: Attachments
must describe the work to be subcontracted, estimated amount, recipient
(if known), and the reason for subcontracting. Enter the annual totals
on this budget summary page. In addition, complete a more detailed
budget summary form describing the subcontractor's/partner's/Co-I
institution's use of NASA funds that the proposer requested through this
solicitation (see Template #2 format).

3\. [Consultants]{.underline}: Identify consultants to be used, why they
are necessary, the time (number of days) they will spend on the project,
and quoted daily rates of pay. State whether the consultant has been
compensated at the quoted rate for similar services performed in
connection with Government contracts.

4\. [Equipment]{.underline}: List separately. Explain the need for items
costing more than \$5,000. Describe basis for estimated cost. General
purpose equipment is not allowable as a direct cost unless specifically
approved by the NASA Contracting Officer. Any equipment purchase
requested to be made as a direct charge under this award must include
the equipment description, how it will be used in the conduct of the
work proposed and why it cannot be purchased with indirect funds.

5\. [Supplies]{.underline}: Provide general categories of needed
supplies, the method of acquisition, and the estimated cost.

6\. [Travel]{.underline}: Describe the purpose of the proposed travel in
relation to the contract and provide the basis of estimate, including
information on destination, number of trips, and number of travelers
where known.

7\. [Other Direct Costs]{.underline}: Enter the total of direct costs
not covered by 1 through 6. Attach an itemized list explaining the need
for each item and the basis for the estimate.

8\. [Facilities and Administration (F&A) Costs]{.underline}: Identify
F&A cost rate(s) and base(s) as approved by the cognizant Federal
agency, including the effective period of the rate. Provide the name,
address, and telephone number of the Federal agency official having
cognizance. If unapproved rates are used, explain why, and include the
computational basis for the indirect expense pool and corresponding
allocation base for each rate.

9\. [Other Indirects]{.underline}: Enter the total of indirect costs not
covered by 8. Attach an itemized list explaining the need for each item.

10\. [Subtotal]{.underline}: Enter the sum of items 1 through 9.

11\. [Cost Sharing]{.underline}: Enter any amount proposed. If cost
sharing is based on specific cost items, identify each item and amount
in an attachment.

12\. [Total]{.underline}: Enter the total after subtracting item 11 from
item 10.

**E/PO Template #2**

Subcontract Budgets

(Costs in Real Year Dollars, Totals in Real Year and FY 2002 Dollars)

+----------------+-----------------+-----------------+-----------------+
|                | Subcontract #1  | Subcontract #2  | Subcontract #n  |
+----------------+-----------------+-----------------+-----------------+
|                |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Personnel      |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Consultants    |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Equipment      |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Supplies       |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Travel         |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Other Direct   |                 |                 |                 |
| Costs          |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Facilities     |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Administration |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Other          |                 |                 |                 |
| Indirects      |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Subtotal       |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| Cost Sharing   |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| TOTAL          |                 |                 |                 |
|                |                 |                 |                 |
| (Real Yr.)     |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+
| TOTAL          |                 |                 |                 |
|                |                 |                 |                 |
| (FY 2000)      |                 |                 |                 |
+----------------+-----------------+-----------------+-----------------+

[Instructions for E/PO Budget summary -- TEMPLATE #2]{.underline}

• Provide, as attachments, detailed computations of all estimates in
each cost category with narratives as required to fully explain each
proposed cost as follows.

1\. [Personnel]{.underline}: Attachments must list the number and titles
of personnel, amounts of time to be devoted to the project, and rates of
pay including salaries, wages, and fringe benefits.

2\. [Consultants]{.underline}: Identify consultants to be used, why they
are necessary, the time (number of days) they will spend on the project,
and quoted daily rates of pay. State whether the consultant has been
compensated at the quoted rate for similar services performed in
connection with Government contracts.

3\. [Equipment]{.underline}: List separately. Explain the need for items
costing more than \$5,000. Describe basis for estimated cost. General
purpose equipment is not allowable as a direct cost unless specifically
approved by the NASA Contracting Officer. Any equipment purchase
requested to be made as a direct charge under this award must include
the equipment description, how it will be used in the conduct of the
work proposed and why it cannot be purchased with indirect funds.

4\. [Supplies]{.underline}: Provide general categories of needed
supplies, the method of acquisition, and the estimated cost.

5\. [Travel]{.underline}: Describe the purpose of the proposed travel in
relation to the project and provide the basis of estimate, including
information on destination, number of trips, and number of travelers
where known.

6\. [Other Direct Costs]{.underline}: Enter the total of direct costs
not covered by 1 through 5. Attach an itemized list explaining the need
for each item and the basis for the estimate.

7\. [Facilities and Administration (F&A) Costs]{.underline}: Identify
F&A cost rate(s) and base(s) as approved by the cognizant Federal
agency, including the effective period of the rate. Provide the name,
address, and telephone number of the Federal agency official having
cognizance. If unapproved rates are used, explain why, and include the
computational basis for the indirect expense pool and corresponding
allocation base for each rate.

8\. [Other Indirects]{.underline}: Enter the total of indirect costs not
covered by 7. Attach an itemized list explaining the need for each item.

9\. [Subtotal]{.underline}: Enter the sum of items 1 through 8.

10\. [Cost Sharing]{.underline}: Enter any amount proposed. If cost
sharing is based on specific cost items, identify each item and amount
in an attachment.

11\. [Total Estimated Costs]{.underline}: Enter the total after
subtracting item 10 from item 9.

**E/PO Template #3**

Key Personnel

(Percent Time Committed/Direct Costs, Including Benefits,

in Real Year Dollars, Totals in Real Year and FY 2002 Dollars)

+-------------------+------+------+------+------+---------+-----------+
|                   | FY1  | FY2  | FY3  | FYn  | Total   | Total     |
|                   |      |      |      |      | (Real   |           |
|                   |      |      |      |      | Yr.)    | (FY 2002) |
+-------------------+------+------+------+------+---------+-----------+
|                   |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| Institution 1     |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (% time)       |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (direct cost)  |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO lead (%      |      |      |      |      |         |           |
| time)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO (direct      |      |      |      |      |         |           |
| cost)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
|                   |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| Institution 2     |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (% time)       |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (direct cost)  |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO lead (%      |      |      |      |      |         |           |
| time)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO (direct      |      |      |      |      |         |           |
| cost)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
|                   |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| Institution n     |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (% time)       |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| PI (direct cost)  |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO lead (%      |      |      |      |      |         |           |
| time)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+
| E/PO (direct      |      |      |      |      |         |           |
| cost)             |      |      |      |      |         |           |
+-------------------+------+------+------+------+---------+-----------+

[Instructions for E/PO Budget summary -- TEMPLATE #3]{.underline}

Workforce staffing plan for key personnel must be phased by fiscal year.
In tabular form, the Workforce Table for Key Personnel must give the
names and intended work commitment for the mission PI and key E/PO
personnel of the proposed project both in time (rounded to the nearest
0.01 of a Work Year typically of 1880 hours) and salary (without
addition of overhead or fees - rounded to the nearest \$1K) for each
year of the proposed period of performance.