Current Projects
National Aeronautics and Space Administration
Shuttle Transition and Organizational Transformation

Client/Funder:
NASA (posted: 06/22/2005)

Purpose and Scope:

The Senate Appropriations Committee has directed the National Aeronautics and Space Administration (NASA) to involve the National Academy of Public Administration (Academy) to study selected NASA activities in two major areas: (1) strategic human capital management and (2) organizational structure, management and performance. In February 2005, the Academy Panel concluded the first phase of this study by issuing its report, NASA: Human Capital Flexibilities for the 21st Century Workforce. Work now has begun on Phase II.

NASA is undergoing significant change in virtually every aspect of its programs, performance and organizational structure. President Bush’s Vision for Space Exploration calls for human and robotic missions to the Moon, Mars and beyond. Since the Space Shuttle Columbia accident, NASA also has been deeply engaged with return to flight, specifically the science, engineering and management issues critical to resuming the shuttle program. For the study’s second phase, the Panel will provide research and analytical support, expert advice and recommendations to facilitate NASA’s transformation.

Over the course of the next year, the Panel will address the following issues:

• Shuttle Phase Out and Transition. The Panel will continue its work, begun in Phase I, to assist NASA in the development and review of workforce strategies for both civil servants and contractors to transition from the Space Shuttle program to the programs that will implement the Vision for Space Exploration.

• Civil Service and Contractor Workforce Mix. NASA has a widely dispersed in-house workforce supported by a large number of government contractors. The Panel will complete its review, begun in Phase I, of the agency’s methodology for determining the appropriate mix of civil servants and contractors. It will review and make recommendations for improvements taking into account the monitoring and evaluation of contractors; the skills NASA needs to retain its civil service workforce; and use of non-permanent appointments to increase workplace flexibility.

• New Organization to Implement Exploration Vision. The Panel will review the organizational, programmatic and personnel structures NASA establishes to implement the exploration vision. In particular, the Panel will assess the structures NASA is establishing for planning and program management, including the organization of the safety function.

Project Director:

Myra Howze Shiplett

Project Status:

Ongoing

Panel:

Sallyanne Harper,* Chair— Chief Mission Support Officer and Chief Financial Officer, U.S. General Accounting Office. Former positions with the U.S. Environmental Protection Agency: Chief Financial Officer/Acting Assistant Administrator for Administration and Resources Management; Deputy Assistant Administrator for Management and Administration/Deputy Chief Financial Officer; Finance Director; Associate Director, Superfund Procurement Operations. Former Contract Specialist and Contracting Officer in major weapons systems acquisition with the Naval Air Systems Command and the Naval Regional Contracting Office.

Benita A. Cooper—Consultant. Former Associate Administrator for Management Systems and Facilities, National Aeronautics and Space Administration (NASA); Assistant Administrator for Headquarters Operations (NASA); Director of Management Operations for Goddard Space Flight Center (NASA); and Director of Manpower Utilization, Goddard Space Flight Center. Recipient of Meritorious and Distinguished Executive Rank awards, NASA Exceptional Performance Award, and NASA Exceptional Service Medal.

Harold B. Finger*—Consultant. Former President and Chief Executive Officer, U.S. Council for Energy Awareness; Vice President for Strategic Planning and Development Operations, and General Manager, Center for Energy Systems, General Electric Company; Assistant Secretary for Research and Technology, U.S. Department of Housing and Urban Development; Associate Administrator for Management; Director, NASA Space Power and Nuclear Systems.

Harriett G. Jenkins*—Consultant. Former Director, Office of Senate Fair Employment Practices, U.S. Senate; Assistant Administrator, Equal Opportunity Programs, National Aeronautics and Space Administration; Teacher, Principal, Director of Elementary Education, and Assistant Superintendent for Instruction, Berkeley Public School System.

Bernard D. Rostker*—Senior Fellow, RAND Corporation. Former Under Secretary of Defense (Personnel and Readiness); Special Assistant to the Secretary of Defense for Gulf War Illnesses, Medical Readiness, and Military Deployment; Under Secretary of the Army. Former positions with the Department of the Navy: Assistant Secretary for Manpower and Reserve Affairs; Principal Deputy Assistant Secretary for Manpower and Reserve Affairs; Economist, Office of the Assistant Secretary of Defense for Systems Analysis. Former positions with RAND Corporation: Director, Defense Manpower Research Center, National Defense Research Institute; Program Director, Force Development and Employment Program; Associate Director, Arroyo Center.

John G. Stewart*— Partner, Stewart, Wright & Associates, LLC. Former Executive Director, Consortium of Research Institutions; Vice President, Resource Development, Manager of Corporate Administration, and Manager of Planning and Budget, Tennessee Valley Authority; Member, Aerospace Safety Advisory Panel, National Aeronautics and Space Administration; Staff Director, Subcommittee on Science, Technology, and Space, U.S. Senate; Staff Director, Subcommittee on Energy, Joint Economic Committee, U.S. Congress; Executive Assistant to the Vice President of the United States.

Recusal Statement of John Stewart: Mr. Stewart states that: "I think it is appropriate for me to recuse myself from decisions relating to findings and recommendations associated with NASA's Aerospace Safety Advisory Panel (ASAP) during the work of NAPA's NASA Organization & Performance Management Study Panel. I served two terms as a member of the ASAP (1980-1992) and then continued my association as a consultant from 1993-2001. I have not been involved with the ASAP's work since 2001.

I look forward to contributing to the other subject areas that the panel will be considering but it is important to avoid even the appearance of a conflict of interest in the panel's consideration of matters pertaining to the ASAP."

*Academy Fellow


Meetings:

Meeting 1: October 19, 2005 (posted 9/7/05) (closed)

For Further Information: