| Title | Human Capital Flexibilities for the 21st Century |
| ShortDescription | The National Aeronautics and Space Administration (NASA) set out to attract, retain, and develop its employees in a number of ways. One of these methods was to acquire human capital flexibilities through the NASA Flexibility Act of 2004. Based on reports from the Columbia Accident Investigation Board, NASA also intensified its focus on leadership development. To assist with these transformation efforts focusing on career and leadership development, Congress and NASA charged the National Academy of Public Administration (NAPA) with conducting an independent review of NASA's implementation of its newly acquired human capital flexibilities. NAPA was also to assess the agency's revised leadership framework and strategy and to suggest potential flexibilities. This report is the result of NAPA's review. |
| LongDescription | The destruction of the Space Shuttle Columbia in February 2003 highlighted several fundamental challenges related to The National Aeronautics and Space Administration's (NASA) mission and culture. The Columbia Accident Investigation Board, which released its findings in August 2003, noted management shortcomings and the need for enhanced management development. At about the same time, Administrator Sean O'Keefe called for NASA to acquire more authority and flexibility to manage its human capital needs. The result has been a series of actions designed to strengthen the agency's workforce and leadership, some of which still are unfolding. The NASA Flexibility Act of 2004 (P.L. 108-201) was an important step in providing NASA with new and augmented personnel authorities to help it recruit and retain a world class workforce. In its report that accompanied the act, the Senate Appropriations Committee directed the agency to have the National Academy of Public Administration (NAPA) examine selected human resources activities. This resulting study was directed and overseen by an expert seven-member NAPA Panel, whose report focuses on strategic human capital management issues and NASA's leadership development program. The report points out that NASA is seeking to strengthen its human capital and leadership capacity in an environment of change. Externally, significant changes are altering the world of work, civil service reform, and leadership development. Internally, change initiatives related to organization and mission are impacting the agency's leadership and workforce. NASA is introducing a wide array of new human capital programs, in addition to those related specifically to the Flexibility Act. Topics covered in this report include using the new flexibilities enacted in the Flexibility Act, planning for additional flexibilities, enhancing leadership development, aligning the human capital program, and conclusions and recommendations. The report contains a significant amount of information on recommendations for NASA to successfully define and implement human capital flexibilities. |
| SourceAuthor | Myra Howze Shiplett, Project Director |
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| Organization | National Academy of Public Administration |
| ContactAddress | Washington, DC |
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| Website |
http://www.napawash.org/_images/Full_NASA_2_HumanCap.pdf
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