The National Academy of Public Administration

FOR IMMEDIATE RELEASE: APRIL 2, 2007
CONTACT: Bill Shields
(202) 347-3190

DATA-DRIVEN WORKFORCE MANAGEMENT NEEDED TO ENSURE NASA’S INSTITUTIONAL HEALTH

Academy Panel Urges NASA to Lead the Way on Multisector Workforce Issues

April 2, 2007 — Washington, DC — NASA is undergoing a fundamental mission shift that will require the agency to adopt a knowledge-based, data-driven strategy to better align its workforce, according to a National Academy of Public Administration report.

NASA is working to refocus many aeronautics and scientific programs, phase-out the Space Shuttle by 2010, and develop new vehicles to go to the “Moon, Mars, and beyond.” This fundamental mission shift requires significant workforce changes. But, Congress has banned permanent workforce cuts at the agency. And, NASA has sought to ensure that every field center has a place in the new programs with funding to cover existing civil servants. This has resulted in workforce misalignments.

“With its heavy reliance on a ‘multisector workforce’ of civil servants and contractors, NASA has an opportunity to be at the forefront of the public sector, proving that federal agencies can respond effectively to changing mission requirements,” said Academy Fellow Sallyanne Harper, who chaired the panel overseeing the study. “The Panel has developed a package of practical tools to help NASA ensure it has the right people, in the right place, at the right time.”

In its report, the Panel urged NASA to realign its workforce by making maximum use of its existing human capital flexibilities and pursuing a package of new ones. It also recommended that NASA adopt a workforce management strategy to ensure a flexible, optimally sized, and appropriately skilled workforce. Specifically, the Panel called on NASA to:

• Assess field centers annually and take corrective action based on a comprehensive framework and metrics.

• Integrate acquisition and workforce planning at the highest levels of the agency.

• Use a formal decision process and metrics to determine the appropriate distribution of work between civil servants and contractors.

• Use a similar approach to determine the most appropriate type of appointment for civil service hires.

• Maximize existing authorities for recruiting and retaining the best and brightest employees, and sharing talent with other federal agencies and levels of government.

• Seek statutory and regulatory authorization for modified reduction-in-force rules, buyout changes, and limited emergency retirement reform to remedy skill imbalances.

* * *

The National Academy of Public Administration is an independent, non-partisan, non-profit corporation chartered by Congress to provide trusted advice to government agencies on issues of governance and public management. Under its Congressional charter, the Academy is charged with advancing the effectiveness of government at all levels—federal, state and local. For more information about the National Academy of Public Administration, visit http://www.napawash.org.

2006 National Academy of Public Administration. All rights reserved.
900 7th Street, N.W., Suite 600 Washington, DC 20001
Phone: 202-347-3190 Fax: 202-393-0993
Academy Staff Only | Contact Webmaster | Privacy Policy

Excellence in Government Conference
April 4-5, 2007 Washington, DC Convention Center

Academy Calendar

Academy Experts Recommend Strategies for Managing Effectively in Post-9/11 World

“The events of September 11, 2001 revealed serious deficiencies in government organization, systems and management. National Academy of Public Administration Fellows recommend strategies to manage effectively in a post-9/11 world in Meeting the Challenge of 9/11: Blueprints for More Effective Government, published this month.

The book, edited by Fellow Thomas H. Stanton, tackles a wide range of issues, including designing an organization that provides a strong government capacity to deliver services citizens need and deserve; making the Undersecretary for Management a key linchpin in bringing DHS functions together; restoring the President’s capacity to manage effectively; using the imperative of national security to improve federal, state and local relations especially with critical services like police, fire and health; capitalizing on tested and proven management strategies to surmount new and upcoming challenges for our nation; sorting through constitutional alternatives for holding government contractors accountable for the work they perform; and transforming military personnel system policies to avoid staffing crises during the War on Terror.

“This book provides invaluable insights and recommendations on how to improve government organization and performance as our nation faces new and imposing threats here and abroad,” Academy President Howard Messner said.

Buy “Meeting the Challenge of 9/11: Blueprints for More Effective Government”

The views expressed in this book are those of the Fellow. They do not necessarily reflect the views of the Academy as an institution.