Title: HUMAN CAPITAL PLAN FOR MISSION EXECUTION, TRANSITION, AND RETIREMENT OF THE SPACE SHUTTLE PROGRAM
1HUMAN CAPITAL PLAN FOR MISSION EXECUTION,
TRANSITION, AND RETIREMENT OF THE SPACE SHUTTLE
PROGRAM
2Agenda
- Snapshot of the Shuttle Workforce
- What is the requirement?
- Who has been involved?
- What is in the plan?
- What are our forward actions on the plan?
3 Space Shuttle Civil Service Workforce June
2005 Actual
CS Workforce Projection (FTE)
MSFC 523
LaRC 81
JSC 870
SSC 29
KSC 469
Others 50
SSP CS Workforce by Project (SLEP not Included)
TOTAL 2022 (SLEP Included)
KSC
500
469
400
MSFC
JSC
300
FTE
271
243
172
200
125
126
124
90
80
77
100
22
11
0
L L
SSME
RSRM
SRB
ET
PSI
Orbiter
EVA
MOD
FCOD
SSPO
SLSD
4What Is The Requirement?
- This plan is submitted to Congress in response to
the requirement stated in Section 502(c) of the
2005 NASA Authorization Act. - PERSONNEL.The Administrator shall consult with
other appropriate Federal agencies and with NASA
contractors and employees to develop a transition
plan for any Federal and contractor personnel
engaged in the Space Shuttle program who can no
longer be retained because of the retirement of
the Space Shuttle. The plan shall include actions
to assist Federal and contractor personnel in
taking advantage of training, retraining, job
placement and relocation programs, and any other
actions that NASA will take to assist the
employees. The plan shall also describe how the
Administrator will ensure that NASA and its
contractors will have an appropriate complement
of employees to allow for the safest possible use
of the Space Shuttle through its final flight.
The Administrator shall transmit the plan to the
Committee on Science of the House of
Representatives and the Committee on Commerce,
Science, and Transportation of the Senate not
later than March 31, 2006.
5Who Has Been Involved?
- Space Shuttle Human Capital Team
- HC reps from KSC, MSFC, HQs, and JSC
- Representatives from SOMD and Office of
Legislative Affairs - Has been or will be reviewed by
- NASAs Office of Human Capital
- Directors of Human Resources at all Centers
- Space Shuttle Project/Element representatives
through the Points of Contact at KSC, MSFC, and
JSC - ISS and Exploration Programs through the JSC
Point of Contact - Senior Center Management at KSC, SSC, MSFC, and
JSC - Key concepts were briefed to SSP Council
6What Is In The Plan?
- Introduction
- Background
- Goals
- Principles and Purpose
- Roles and Responsibilities
- Human Capital Tools
- Retention
- Transition
- Alternative Staffing
- Our ApproachCommunication and Collaboration
7Background
- NASAs first Strategic Goal is to Fly the
Shuttle as safely as possible until its
retirement, not later than 2010. - SSP has identified retaining critical skills as a
top Program Risk for safe and successful mission
execution. - The importance and magnitude of this challenge
requires an integrated approach to workforce
management.
8Key Principles
- The program will conduct an orderly phase out of
the Space Shuttle Program and a smooth transition
of the Shuttle workforce. - NASA is committed to capitalizing on the
potential of the Shuttle workforce by using
existing skills in future programswhen thats
the right thing to do. - Manage the workforce transition process in a way
that balances Agency/Space Shuttle Program and
employee needs. - This effort is managed at the project/element
level due to the uniqueness of the contracts and
follow on environments of the Projects. - Requires a high degree of coordination and
integration with Agency and Mission Directorate
workforce planning and assessment activities.
NASAs missions drive critical skills and human
capital needs.
9Roles and Responsibilities
- Human capital management at NASA is shared
between - Project/Element Managers
- Responsible for managing human resources within
their Project to ensure mission success - Plan for future workforce needs and potential
workforce transition costs related to significant
Project changes - Program Manager
- Responsible for managing human resources within
the Program to ensure mission success - Plan for future workforce needs and potential
workforce transition costs related to significant
Program changes - Mission Directorates
- Responsible for workforce planning required to
support programs and projects - Facilitate smooth, effective transition of
workforce through assignment or redistribution of
programs/projects/work to Centers as appropriate
to sustain 10 healthy Centers - Provide information on program content to enable
Centers to determine how to plan for future
workforce needs - Center Management and Center Human Capital
Offices - Responsible to work together to design and
implement human capital strategies to ensure
mission success. - Human Capital Officers/Human Resource Directors
will serve as an Advisory Group and help
integrate human capital strategies for the Space
Shuttle Program.
10Civil Service Transition Tools
- NASA is committed to transitioning as much of the
civil service workforce to the new Exploration
Program as is practicable and appropriate
(timing). - As appropriate, to facilitate workforce
transition, the Shuttle and Exploration Programs
will use workforce sharing, matrix, and detail
arrangements. - For employees who are not assigned to the
Exploration Program, NASA will make every effort
to place them elsewhere with the Agency or assist
them in transitioning outside of the Agency if
they desire. - NASA has a contract to provide comprehensive
career transition assistance and placement
services to displaced employees.
11Civil Service Retention Tools
- Not all retention tools require the traditional
financial incentives. - One of NASAs most important retention tools is
our mission. - Proposed architecture for the Exploration Program
draws heavily on Shuttle heritage. - When necessary to retain critical skills in
specific cases, NASA has a range of tools such as
retention incentives, qualifications pay, and
temporary promotions.
12Civil Service Alternative Staffing Tools
- Even with effective retention strategies, NASA
recognizes that the loss of valued skills will
inevitably occur. Tools include - New flexible term appointment authority
- Emergency appointments
- Hiring retired employees
- Experts and consultants
- Other special hiring authorities.
13Contractor Tools
- Contractor Community also has a range of
transition, retention and alternative staffing
tools available. - Varies with the individual contractor and the
unique parameters of their specific contract. - As the Exploration Program architecture is
finalized and they are able to compete and award
new contracts--the Agency will be in a better
position to make future decisions. - May impact the contractors workforce retention
and transition workforce strategies. - Space Shuttle Projects/Elements and their
contractor partners will collaborate on retention
and transition issues through the development of
Project level Human Capital Plans. -
14Our ApproachCommunication And Collaboration
- Communications
- An essential element of successful Transition
will be updating personnel on the status of their
work, their benefits and entitlements, and their
follow-on employment opportunities. - Requires a coordinated effort between all levels
of NASA management and the contractor community. - Key tool used to limit program risk throughout
the remaining years of the program. - NASA is committed to open and frequent sharing of
information with its unions.
15What Have We Done To Communicate?
- Examples include
- The Space Shuttle Program Transition Manager has
briefed NASA Field Center Human Capital
Officers/Human Resources Directors on Transition
activities - The Senior Space Shuttle Program Leadership Team
(civil service only) has been briefed on HC
Capital activities and were provided information
and a presentation for them to update their
employees, - The Space Shuttle Program Manager has
- hosted All Hands meetings for civil service and
contractor employees at 3 Centers. - hosted All Hands meetings at a number of the
contractor plants and facilitiestalking directly
to contractor employees in the field.
16What Are We Planning For Communications?
- Tools include All Hands meetings, project level
briefings, plant/facility visits, newsletters, a
Transition web portal, etc. - Key messages will focus on follow on work for the
Space Shuttle community, retention and transition
activities, and status of the Shuttle Program. - The Program will develop methods and tools to
track and assess employee morale. - The Space Shuttle Program Leadership team will be
continuously advised on transition, retention,
and change management strategies and tools.
17Project Level HC Plan
- Based on budget data, the Projects will build
Project-level Human Capital Plans. In
partnership with their prime and sub-contractors
and the Human Capital Community, the Projects
will - Describe the current situation of the Project
- Build a workforce profile (based on the FY07
budget data) that will show the workforce
requirements against expected attrition (civil
service and contractor) - Identify which positions are critical to fly out
the Program - Develop Project appropriate retention and
transition strategies for the civil service and
contractor workforcefocusing on the critical
positions. - Identify risk mitigation strategies for
unexpected critical skills losses.
18Where Do We Go From Here?
- Brief JICB on 3/14
- Final Draft due to SOMD on 3/15
- HQs approval process 3/15 30
- Due to Congress by 3/31
19Back up Charts
20Retention Tools
- Retention Allowance-Individual Groups
- Retention Bonus
- Critical Pay Authority
- NASA Excepted Appointments
- Awards Program
21Transition Tools
- Those we have
- Qualifications Pay
- Temporary Promotions
- Relocation and Redesignation Bonuses
- Career Transition Assistance Program
- Those to consider
- Guaranteed job placement
- Early Out/Buy Out
- Trial or part-time retirement
22Alternative Mechanismsfor Filling Vacancies
- Temporary Hires (
- Term Hires (1 year
- NASA Excepted
- Emergency Appointments
- Re-employed annuitants
- Experts and consultants
- Intergovernmental Personnel Agreements
- Part-time
- Telecommuting arrangements
- Rotations/TDY
23Other Tools
- Communicate with our folks
- SOMD will be executing operations for Exploration
- Sharing whats going on with Transition and
Retirement - Build on the emotional commitment to the Program
- Treat people with respect
- Satisfaction with supervisors and co-workers
- Perceptions of fair treatment
- Investigate different organizational models
- Matrix versus direct
- Shared work arrangements