Other efforts have been initiated  or are planned, such as enlisting the help of human capital experts and  revising the acquisition strategy to update the space shuttle’s propulsion  system prime contracts; however, actions taken thus far have been limited. NASA’s prime contractor for space shuttle operations has also taken some  preliminary steps, but its ability to progress with these efforts is reliant on  NASA making decisions that impact contractor requirements through the  remainder of the program. The Space Shuttle Program Has Taken Preliminary Steps toward Developing a Strategy for Sustaining a Critically Skilled Workforce

To begin its planning efforts for the space shuttle’s retirement, the  program identified the lessons learned from the retirement of programs  comparable to the space shuttle, such as the Air Force Titan IV Rocket  Program, the Navy Base Realignment and Closure activity, and the NASA  Industrial Facility closure. Officials said that they  must understand the program’s hardware and facility needs before they  can conduct an assessment of its workforce needs through retirement. While Other Efforts Have Been Initiated or Are Planned, Limited Actions Have Been Taken

In addition to the Space Shuttle Program’s preliminary work to prepare for  sustaining its workforce through retirement, the program has contracted  with the National Academy of Public Administration (NAPA) to assist it in  planning for the space shuttle’s retirement and transitioning to future  programs. In addition, because the Space Shuttle Program is heavily reliant on its  contractor workforce to support the space shuttle’s operations, NASA  officials said that they could include provisions in future Space Shuttle  Program contracts that require contractors to take steps to prepare for  sustaining their workforces through the space shuttle’s retirement. The Potential Impact of Workforce Problems and Other Challenges the Space Shuttle Program Faces Highlight the Need for Workforce Planning

Making progress toward developing a detailed strategy for sustaining a  critically skilled space shuttle workforce through the program’s retirement  will be important given the potential impact that workforce problems  could have on NASA-wide goals. According to NASA officials, if the Space  Shuttle Program faces difficulties in sustaining the necessary workforce,  NASA-wide goals, such as implementing the Vision and proceeding with  space exploration activities, could be impacted. One workforce issue that has already been identified that could impact the  program’s ability to support space shuttle operations through retirement is  an inadequate safety workforce. This would delay the program’s flight schedule. Additional  challenges that could affect the program’s ability to support space shuttle  operations include:  Impact on the prime contractor for space shuttle operations. Given this, the agency may not be  able to provide a sound and accurate business case to support the use  of such tools. Several Factors Have Impeded Efforts to Develop a Long-Term Strategy to Sustain a Critically Skilled Space Shuttle Workforce

While the Space Shuttle Program is still in the early stages of planning for  the program’s retirement, its development of a detailed long-term strategy  to sustain its future workforce is being hampered by several factors. These  include (1) the program’s primary near-term focus on returning the space  shuttle to flight and (2) uncertainties with respect to implementing the  Vision. However, our prior work on strategic workforce  planning has shown that there are steps that successful organizations take  to better position themselves to address future workforce needs, even  when faced with uncertainties.
Why GAO Did This Study

The President's vision for space exploration (Vision) directs the National Aeronautics and Space Administration (NASA) to retire the space shuttle following completion of the International Space Station, planned for the end of the decade. The retirement process will last several years and impact thousands of critically skilled NASA civil service and contractor employees that support the program. Key to implementing the Vision is NASA's ability to sustain this workforce to support safe space shuttle operations through retirement. Because of the potential workforce issues that could affect the safety and effectiveness of operations through the space shuttle's retirement, GAO was asked to identify (1) the progress of efforts to develop a strategy for sustaining the space shuttle workforce through retirement and (2) factors that may have impeded these efforts.

What GAO Found

The Space Shuttle Program has made limited progress toward developing a detailed long-term strategy for sustaining its workforce through the space shuttle's retirement. The program has taken preliminary steps, including identifying the lessons learned from the retirement of programs comparable to the space shuttle, such as the Air Force Titan IV Rocket Program, to assist in its workforce planning efforts. Other efforts have been initiated or are planned, such as enlisting the help of human capital experts and revising the acquisition strategy for updating the space shuttle's propulsion system prime contracts; however, actions taken thus far have been limited. NASA's prime contractor for space shuttle operations has also taken some preliminary steps to begin to prepare for the impact of the space shuttle's retirement on its workforce, such as working with a consulting firm to conduct a comprehensive study of its workforce. However, its ability to progress with these efforts is reliant on NASA making decisions that impact contractor requirements through the remainder of the program. Making progress toward developing a detailed strategy, however, will be important given the potential impact that workforce problems would have on NASA-wide goals. For example, a delay to the space shuttle's schedule due to workforce problems would delay the agency's ability to proceed with space exploration activities. NASA and its prime contractor for space shuttle operations have already indicated that they could face challenges sustaining their critically skilled workforces if a career path beyond the space shuttle's retirement is not apparent. In addition, governmentwide fiscal realities call into question whether funding will be available to support the use of incentives, such as retention bonuses, that could help NASA sustain its space shuttle workforce. Several factors hamper the Space Shuttle Program's ability to develop a detailed long-term strategy to sustain the critically skilled workforce necessary to support safe space shuttle operations through retirement. For example, because of the program's near-term focus on returning the space shuttle to flight, other efforts, such as assessing hardware and facility needs that will ultimately aid the program in determining workforce requirements, are being delayed. In addition, program officials indicated that they are faced with uncertainties regarding the implementation of future aspects of the Vision and lack the requirements needed on which to base their workforce planning efforts. Despite these factors, our prior work on strategic workforce planning has shown that there are steps, such as scenario planning, that successful organizations take to better position themselves to address future workforce needs.