1. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov 1 p r e s e n t e d a t Annual Meeting, Mid-Atlantic Region Federal Laboratory Consortium for Technology Transfer September 16, 2008 Ted Mecum Technology Manager Innovative Partnerships Program (IPP) Office NASA Goddard Space Flight Center New Technology Assessment Making Informed Patenting Decisions NASA Goddard Space Flight Center

2. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov NTA Players RoleResponsibility IPP Office ChiefAssign cases to one of three TMs according to technical competencies Technology Managers (TMs) Screen New Technology Reports (NTRs) and recommend strategy/next steps Office of Patent Counsel (OPC) Verify ownership of NASA intellectual property (IP) and file patent application Assessment supportConduct in-depth analysis to evaluate tech’s commercial potential NTR assistant/supportManage tracking spreadsheet Technology Transfer assistant/support Assist with commercialization efforts 2

3. Goddard Innovative Partnerships Program Office New Technology Assessment Process Map IPP – Code 504 Start End IPP Chief Send out updated spreadsheet to staff 2 weeks prior to next NTA meeting Post NTA mtg w/ IPP Marketing & OPC to review notes Post NTA mtg w/ IPP Marketing & New Technology Reporting Assistant to review actions Glossary of Acronyms/Terms: TM – Technology ManagerIPP Chief – Innovative Partnerships Program Office Chief NTR – New Technology Report NTA – New Technology Assessment OPC- Office of Patent Counsel LE- Large Entity Revised MJ 2-4-08 TM Review new and open cases New Technology Reporting Assistant OPC Technology Transfer Support Assistant Follow up with Non- Provisional or Provisional patents as recommended Update TechTracS with notes and actions from recommendations Post NTA mtg w/ OPC & New Technology Reporting Assistant to review actions Concur IPP/ Patent recommendations IP recommendations Stat bar? open case- 2 Year hold Y NY N Assign new case to TM Pursue patentInactivate case Implement passive marketing Inactivate Fuentek Pursue protectionAssessment Provide assessment Final recommendation Small Business 2yr Hold? N Y Small Business Hold? Resolve IP issues Y LE? NN LE waiver? Y Y N

4. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Stages of NTA Determine disclosure Determine ownership Screen technology Recommend strategy/next steps Implement recommendations 4

5. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Disclosure Status Has a stat bar been triggered? –Public disclosure starts 1-year clock for filing non-provisional patent application –Precludes international patent protection OPC validates stat bar and patentability –Extent of disclosure –Consider filing provisional patent application 5

6. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Ownership Civil Servant Only –NASA (government) owns Co-Owned –Negotiate joint-ownership agreements Contractor owned –Small Business or College/University Can take 2 years to decide whether to retain or waive ownership rights –Large Entity Can request that government waive its rights, shifting ownership to the company 6

7. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Screen Preliminary evaluation of technology against set criteria –IP strength –Market size, structure, significance –Tech’s level of development –Comparison to state of the art/competition –Ease of implementation –Time-to-market considerations Consider strategic value of tech for NASA 7

8. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Recommendations Inactivate –Lack of NASA ownership –Insufficient current or future commercial potential and/or strategic value Pursue IP protection (patent) –Value is obvious (non-provisional) –Value is highly likely (provisional) –OPC confirms recommendation Assess –More information needed to make patenting decision 8

9. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Assessment: What and Why What it is –In-depth evaluation against key factors Commercialization potential IP protection possibilities Market factors Why we do it –To validate and verify technology’s potential for licensing 9

10. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Implement Recommendations Patenting recommendation confirmed at NTA OPC files patent application Marketing –Passive: TT support/assistant submits technology to databases –Active: TM pursues potential licensees, developing and negotiating agreements as needed 10

11. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Summary Ownership and patentability are key questions that should be answered first Screening is a low-resource effort to guide future high-resource efforts –Assessment offers more “precision” in making the patenting decision Quality tracking and information management systems are essential (TechTracS) 11

12. National Aeronautics and Space Administration N A S A G o d d a r d S p a c e F l i g h t C e n t e r http://ipp.gsfc.nasa.gov Thank You! Ted Mecum Technology Manager Innovative Partnerships Program Office NASA Goddard Space Flight Center (301) 286-2198 ted.mecum@nasa.gov http://ipp.gsfc.nasa.gov 12