OSBP Vision and Mission
How To Do Business with NASA
Business Development and Technology
Small Business Programs
Outreach
Awards and Achievement
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Strategic Planning
NASA Small Business Strategic Plan
(Download PDF  )
Effective March 2012
Mission
- To advise the Administrator on all matters related to the National Aeronautics and Space Administration’s (NASA’s) small business programs.
- To promote the development and management of NASA programs that assist all categories of small business.
- To develop small businesses in high-tech areas that include technology transfer and commercialization of technology.
- To provide small businesses with the maximum number of practicable opportunities to participate in NASA prime contracts and subcontracts.
Vision
- To promote and integrate all small businesses into the competitive base of contractors that pioneers the future in space exploration, scientific discovery, and aeronautics research.
Long-Term Goals
- Demonstrate commitment to small business utilization.
- Engage senior leadership in achieving small business goals.
- Expand small business program training and encourage participation by the acquisition community.
- Utilize the Small Business Improvement Plan to promote continuous improvement for all small business programs.
- Structure the Center small business offices to maximize effectiveness.
- Develop programs that support high-tech small business firms through Small Business Innovation Research (SBIR)/Small Business Technology Transfer (STTR) awards and the Mentor-Protégé Program, etc.
- Promote internal activities with mission directorates, mission support offices, and NASA Centers.
- Create a Small Business Technical Coordinator in program and project offices throughout the Agency.
- Ensure that our databases truly represent the facts upon which decisions are made through the use of a Small Business Dashboard.
- Promote external outreach activities at conferences, prime vendor councils, and other Government agencies.
- Encourage Centers to have regional Industry Days focused on the socioeconomic programs where the Agency or Center did not meet its goals.
- Grow the high-tech small business supplier base through increased awareness of contracting opportunities through the Acquisition Forecast, NASA Vendor Database, and NASA Automated Information System.
- Focus communication through the use of social media (Facebook, Twitter etc.).
- Expand subcontracting opportunities for small businesses.
- Breakout small business requirements and set them aside whenever possible.
Metrics
- Promote programs that support high-tech small business firms through SBIR/STTR awards and the Mentor-Protégé Program and track the following metrics:
- the number of mentors,
- the number of successful Mentor-Protégé Agreements, and
- the number of Phase III SBIR Awards.
- Promote both internal and external outreach activities and the number of Center participants and track the following metrics:
- the number of meetings with mission directorate, mission support, and senior Center personnel;
- the number of internal outreach events and the number of participants;
- the number of external outreach events and the number of participants;
- the number of outreach events with senior leadership attending; and
- the number of Small Business Technical Coordinators.
- Promote a NASA-wide database of small business vendors that also tracks
- the number of vendors registered in the database,
- the number of searches performed in the database,
- the number of e-mails sent through database,
- the number of small businesses viewing the Acquisition Forecast,
- the number of acquisition personnel using the Small Business Dashboard, and
- the Survey of Vendors to ascertain the effectiveness of the NASA Small Business Program.
- Promote the Small Business Training Program for NASA acquisition personnel and track the following data:
- the number of acquisition personnel trained in classroom sessions in various small business categories and
- the number of acquisition personnel trained via a Web session in various small business categories.
- Expand subcontracting opportunities for small businesses by doing the following:
- tracking subcontracting opportunities through the Electronic Subcontracting Reporting System (eSRS) and
- tracking documentation as it passes from the Federal Procurement Data System (FPDS) through eSRS into the Contractor Performance Reporting System (CPARS).
Small Business Enterprise Integration
Enterprise Management
- Alignment—All OSBP priorities are aligned with the strategy and plans of NASA and the U.S. Small Business Administration (SBA).
- Governance—The OSBP is responsible to the Office of Federal Procurement Policy (OFPP), the SBA, Congress, and NASA to meet the Agency’s small business goals.
Enterprise Execution
- Driven by Common Processes—The OSBP business model is driven by Federal AcquisitionRegulation practices and adapted to NASA requirements.
- Resource Allocation/Costwise—All small business goals are based on the industrial base, past performance, and congressional mandates.
- Risk Management—The level of operational risk is dependent upon mission-driven requirements.
- Metrics-Shaped—Mission, cost, reliability, and consistency.
- Barrier Removal—Continuous transformation.
Results
- Small business represents increased productivity and decreased costs.
- Continuous improvement.
NASA Small Business Veteran Strategic Plan
(Download PDF )
Effective March 2012
Mission
- To advise the Administrator on all matters related to the National Aeronautics and Space Administration’s (NASA’s) small business programs.
- To promote the development and management of NASA programs that assist all categories of small business.
- To develop small businesses in high-tech areas that include technology transfer and commercialization of technology.
- To provide small businesses with the maximum number of practicable opportunities to participate in NASA prime contracts and subcontracts.
Vision
- To promote and integrate all small businesses into the competitive base of contractors that pioneers the future in space exploration, scientific discovery, and aeronautics research.
Veteran Goals
- Demonstrate commitment to the Veteran Small Business Program.
- Engage senior leadership in achieving veteran small business goals.
- Increase annual contract actions and contract dollar values for Veteran-Owned Small Businesses (VOSB).
- Increase the use of restricted competitions and sole-source awards for Service-Disabled Veteran–Owned Small Businesses (SDVOSB).
- Increase the number of Veteran-Owned Small Businesses in high-tech areas by expanding the Mentor-Protégé Program.
- Monitor Veteran-Owned Small Businesses’ subcontracting performance through the expanded use of Individual Subcontract Reports at each Center.
- Monitor the Agency’s annual Veteran-Owned Small Business subcontracting dollars through the Summary Subcontract Report.
- Provide outreach to Veteran-Owned Small Businesses through sponsorship of the National Veterans Conference and by participating in other veteran conferences.
- Encourage Centers to have regional Industry Days focused on the Veteran Small Business Program.
- Increase communication to Veteran-Owned Small Businesses through the expanded use of the Office of Small Business Programs (OSBP) Web site by updating it annually or as needed.
- Focus communication through the use of social media (Facebook, Twitter, etc.).
- Develop a training program for the NASA acquisition workforce that concentrates on veteran programs.
- Monitor Federal databases to ensure that all veteran data are accurately entered and reviewed on a daily basis through the use of a Small Business Dashboard.
- Require NASA Centers to report initiatives in support of veteran programs on a semiannual basis.
- Use an enterprise model to execute these goals and track accomplishments.
- Recognize annually the NASA Centers that meet the statutory 3 percent goal for Service-Disabled Veteran–Owned Small Businesses.
Small Business Enterprise Integration
Enterprise Management
- Alignment—All OSBP priorities are aligned with the strategy and plans of NASA, the U.S. Small Business Administration (SBA), and the U.S. Department of Veterans Affairs (VA).
- Governance—The OSBP is responsible to the U.S. Office of Management and Budget (OMB), the SBA, the VA, Congress, and NASA to meet the Agency’s small business goals.
Enterprise Execution
- Driven by Common Processes—The OSBP business model is driven by Federal Acquisition Regulation practices and adapted to NASA requirements.
- Resource Allocation/Costwise—All small business goals are predicated on the industrial base, past performance, and congressional mandates.
- Risk Management—The level of operational risk is dependent upon mission-driven requirements.
- Metrics-Shaped—Mission, cost, reliability, and consistency.
- Barrier Removal—Continuous transformation.
Results
- Small business represents increased productivity and decreased costs.
- Continuous improvement.
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