Thank you Chairman Voinovich. I am pleased to join you this morning in welcoming NASA Administrator Sean O'Keefe to our subcommittee. Administrator O'Keefe, I thank you for being with us today. I want to express my appreciation to you, Mr. Chairman, for your efforts in making the federal government the employer of choice and not the employer of last resort.
As an early member of the House of Representatives Space Caucus, I view NASA's mission of space exploration unique within the federal government. NASA employees are modern day pioneers who help uncover the mysteries of the universe and promote technological advancements, such as the wind-shear warning equipment used in commercial airliners. NASA space scientists have harnessed microgravity conditions to make advancements in medicine. Yet, despite the headway made through space exploration, NASA faces many of the same workforce management challenges faced by other federal agencies.
Senator Voinovich, Representative Boehlert, and Administrator O'Keefe have mentioned the large number of employees nearing retirement age at NASA and the lack of trained and skilled scientists and technicians which poses a great threat to NASA's future. Our national security agencies face a similar threat, and next week I am reintroducing legislation to strengthen their recruitment and retention efforts in the areas of science and mathematics. I am pleased we have the opportunity today to review options for NASA as well.
I would be remiss in mentioning that Senator Voinovich and I worked together last year to amend the Homeland Security Act to provide new government-wide workforce management tools to augment existing flexibilities. Like other agencies, NASA enjoys certain flexibilities to manage its workforce. In fact, the Comptroller General convincingly argues that agencies already have 90 percent of the flexibilities needed to manage more effectively.
But managerial flexibilities alone will not solve the workforce challenges facing NASA or any other agencies. Real solutions call for strong leadership from the top.
Whatever approach is proposed – be it through new government-wide flexibilities or agency-specific measures – there must be a thorough review before any proposals are implemented to alter the way agencies hire, retain, train, or manage their workforces.
Nearly 90 percent of NASA's workforce are contract or grant workers. With such heavy reliance on contract personnel, it is critical that there be effective and strong contract management.
It is important to note that contract management has been identified as a high risk area by GAO since 1990 when GAO's high risk list was first begun. Unfortunately, GAO continues to find that NASA lacks the systems and processes needed to oversee contractor activities and control costs effectively. I am concerned that these outstanding problems with outsourcing, coupled with NASA's need to achieve specific contracting goals, could complicate the steps NASA must take to address its operational, managerial, and safety challenges.
Last year, the Office of Inspector General at NASA concluded that the lack of proper contract oversight threatened the safety of the space shuttle operations. According to testimony from the Comptroller General, NASA faced staffing shortages that threatened its ability to operate its programs safely. Therefore, I am curious to learn how NASA proposes to balance its outsourcing goals while ensuring operational safety, contract oversight, and sound workforce management.
I look forward to working with my colleagues to ensure that all federal agencies have the tools to put the right people with the right skills in the right place to serve our nation.
Thank you Mr. Chairman, and thank you Administrator O'Keefe.
