Space Studies Board Annual Report 2007 (2008) / Chapter Skim
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5.4 Building a Better NASA Workforce: Meeting the Workforce Needs for the National Vision for Space Exploration
5.4 Building a Better NASA Workforce: Meeting the Workforce Needs for the National Vision for Space Exploration
Pages 55-62
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From page 55... ...
Given that the bulk of the development activities over the past 10 years have been in robotic spacecraft, NASA needs to leverage the robotic spacecraft workforce skill development opportunities to meet some of the human spaceflight program development skill needs. The committee believes that systems engineering methodology and technical skills acquired from complex robotic spacecraft development can serve as an important base for the transition to systems engineering of human spacecraft.
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From page 56... ...
In addition, the committee noted that over approximately the past decade and a half, the average age of NASA's workers has marched steadily upward, and the agency now has a relatively low number of younger workers to assume future leadership roles in NASA as older workers retire. If it does nothing to achieve a better age distribution across its overall internal workforce, NASA will suffer a gap not only in technical leadership, but also in overall technical experience, especially if the development dates for key VSE components slip and highly skilled workers with experience in the Space Shuttle program retire.
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From page 57... ...
In addition, NASA has had a strong relationship with university faculty and their students as members of space science teams in technology development, mission planning, small-mission development, and mission operations. But there have been fewer close interactions in engineering and human spaceflight.
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From page 58... ...
(Top) A technician prepares a sounding rocket payload.
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From page 59... ...
The committee recommends that NASA collect detailed data on and develop accurate assessments of the capabilities possessed by the current workforce and required for the future S&T workforce. • Because each NASA center has unique mission requirements and the mobility of personnel between centers is limited, NASA should complete a center-developed, bottom-up assessment of the current skills, experience levels, and projected attrition of the workforce for each individual NASA center.
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From page 60... ...
Finding 4: There is a longstanding, widely recognized requirement for more highly skilled program/project managers and systems engineers who have acquired substantial experience in space systems development. Although the need exists across all of NASA and the aerospace industry, it seems particularly acute for human spaceflight systems because of the long periods between initiation of new programs (i.e., the Space Shuttle program in the 1970s and the Constellation program 30 years later)
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From page 61... ...
• Hands-on experience for students is provided by suborbital programs, Explorer and other small spacecraft missions, and design competitions, all of which rely on continuing NASA support. • The Graduate Student Researchers Program supports the education and training of prospective NASA employees and deserves augmented support.
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From page 62... ...
Rather than viewing sounding rockets, aircraft-based research, and balloon programs simply as lowcost, competed, scientific missions, NASA should also recognize as an equal factor in the criteria for their selection their ability to provide valuable hands-on experience for its younger workers and should investigate the possibility of funding such programs through its education budget. In addition, NASA should take advantage of nontraditional institutions and approaches both to inspire and to train potential future employees.
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