Nasa Management

United States General Accounting Office

GAO

For Release on Delivery Expected at 10:00 a.m. EDT Thursday July 18, 2002

Testimony

Before the Committee on Science, Subcommittee on Space and Aeronautics, House of Representatives

NASA MANAGEMENT CHALLENGES Human Capital and Other Critical Areas Need to be Addressed

Statement of David M. Walker, Comptroller General of the United States

GAO-02-945T

Mr. Chairman and Members of the Subcommittee:

I appreciate the opportunity to discuss the major management challenges and program risks facing the National Aeronautics and Space Administration (NASA). Right now, NASA is at a critical juncture. Clearly, since its inception, NASA has advanced space exploration and scientific knowledge and accomplished unparalled feats of engineering. But NASA is now facing difficulties, particularly in terms of maintaining a skilled workforce, controlling costs, and providing effective oversight for important projects. Such problems have been debilitating to important space missions. For example, substantial space station cost growth, which NASA became aware of in early 2001, has resulted in cutbacks in construction, the number of crew members, and scientific research, and, in turn, raised concerns about the viability of the program and has negatively impacted the agency’s credibility with the Congress.

Recognizing the need for change, NASA’s new Administrator, Sean O’Keefe, has recently articulated a new vision for NASA—one that is science-driven, not destination driven. To put NASA on a better footing to fulfill this vision, the agency is taking on a major transformation aimed at eliminating stovepipes, becoming more integrated and results oriented, and reducing risks while working more economically, efficiently and effectively. Although NASA is in the very early stages of this transformation, it is already undertaking initiatives to reshape and strengthen its workforce, including developing a strategic human capital...