Space Shuttle and Constellation
FY 2009 Budget Runouts

$8,000.0

$7,000.0

$6,000.0

$5,000.0

| esse
$4,000.0 _ |B CxP

SSPICxP FYO9 PBS:

$3,000.0

$2,000.0

$1,000.0

0.0
s F¥ 2008 FY 2009 FY 2010 FY¥ 2011 FY 2012 FY 2013

SSP $3,281.3 $2,997.8 $3,001.3 $95.7 $0.0 $0.0
iCxP $2,644.7 $3,048.2 $3,252.8 $6,479.5 $6,521.4 $7,080.5



¢ Enable a capable and committed workforce to safely fly the Shuttle
until retirement in 2010 and complete the International Space Station.

¢ Provide workforce required for Constellation during Shuttle manifest
flyout through the first Constellation mission and beyond.

¢ Retain critical skills through the gap between the last Shuttle mission
and the first Constellation mission.

¢ Use the Shuttle and ISS industry workforce to the maximum extent
required to implement Constellation.

* Maintain 10 “healthy” NASA Centers.
¢ Identify and manage workforce geographic dislocation.

¢ Maximize workforce efficiency and knowledge transfer through

workforce sharing and synergy among NASA programs.
14


NASA Transition Summary

Transition is Challenging, Complex, and Dynamic

Workforce Plans & Estimates Continue to Mature
- NASA Transition Plan (Spring 2008 Release)

- Shuttle to Constellation Workforce Mapping Activity
- FY 2010 Budget Formulation

FY2011+ Transition & Retirement (T&R), Future Contracts & Gap Issues
- Post-Shuttle Workforce skill needs will shift -- We are preparing
- Longer “Gap” =Greater difficulty in mitigating workforce & facility impacts

NASA will Generally Spend Same Amount on Labor Nation-wide, but Change
Emphasis Toward Development of New Exploration Systems. The impacts will
vary by function

NASA is not going out of business...

Transition Enables a New Line of NASA Business for the Next 30-50 Years!
Our Workforce Is The Future!



Consolidated Appropriations Act, 2008 (PL 110-161)

“The NASA Administrator shall prepare a strategy for minimizing job losses
when the National Aeronautics and Space Administration transitions from the
Space Shuttle to a successor human-rated space transport vehicle.”

This strategy shall include:

1. Specific initiatives that the National Aeronautics and Space Administration
has undertaken, or plans to undertake, to maximize the utilization of
existing civil service and contractor workforces at each of the affected
Centers;

2. Efforts to equitably distribute tasks and workload between the Centers to
mitigate the brunt of job losses being borne by only certain Centers;

3. New workload, tasks, initiatives, and missions being secured for the
affected Centers; and

4. Overall projections of future civil service and contractor workforce levels
at the affected Centers.

This Report Builds on the Work NASA Has Been Doing for Several Years


Workforce Projections, Caveats & Details

What's NOT included in the projections (or not fully developed):

¢ Workforce for lunar activities (Ares V, Altair Lunar Lander)
and other contracts yet to be awarded

* Unallocated Reserves for Orion, Ares I, Ares V & Altair
* Commercial Orbital Transportation Services (COTS)

* Construction of Facilities

* Shuttle Retirement and Transition

Details:
¢ Shuttle work is well defined & predictable

* Low/Lean Shuttle budget reserves, thus little change in
distribution of Shuttle workforce between the Centers

¢ Ares I, and Orion projects in early phases: production,
assembly, and launch site work is still not fully defined, nor
are contractor WYEs fully mapped to work locations

* NASA planning the contract work for vehicle processing and
operations. Less vehicle processing and operations labor
will be needed than Shuttle

Thus, the Following Projections are Estimates... 2



Critical Work During the Gap:

The Future (Ares I-X Test Flight) Is J] ust 12 Months Away!

The 2010-2015 Gap will include Requirements Development, Planning,

Construction, Testing, Evaluation, Procedures and Checklist Development,
Systems Integration, Training, and Production... Engaging our Workforce!

Demonstrate and collect key data on:
+ Vehicle controllability
* Staging/separation
* Roll control
* KSC launch ops
« Aerodynamics and vehicle loads
* Atmospheric entry dynamics for recovery



Initiative: Shuttle Workforce Survey Results NASA

* 2007 Shuttle Employee Survey involved over 2,800 civil service
employees at KSC, J SC, MSFC, and SSC

* General observations from 2007’s survey include:
- Continues to be a great deal of goodwill toward Shuttle Program
- 65% of employees indicated they will stay until the end of the program
- Employees are nervous about their own and NASA’s future
- Concern about having meaningful work & job security--now and in future
- Concern about funding stability of Constellation

* Observations indicate a continuing need to improve communications
at the Agency, Center, and program level.

- Agency level: Share the U.S. Space Exploration Policy, plans & vision
- Center level: Must address workforce issues and concerns

- Program level: Human space flight programs have to provide status of
Space Shuttle transition & retirement activities, new contracts and
program progress.

18



Reusable Solid Rocket Motor

ATK Thiokol Propulsion NASA MSFC
Brigham City, Utah Huntsville, AL
: -Shuttle Projects Office
-SSME - ET

-SRB -RSRM

EVA Suits
Hamilton Sundstrand
Winsor Locks, CT

NASA Headquarters
Washington, D.C.

Space Shuttle
Main Engines
Pratt & Whitney/R ocketdyne
Canoga Park, CA -NASA KSC
. Kennedy Space Center, FL
-Launch & Landing

-NASA Shuttle Log. Depot
-Solid Rocket Booster

- United Space Alliance (USA)

NASA SSC
Bay St. Louis, MS
- SSME Test

NASAJSC

Houston, Texas Alternate Turbo Pumps
Alternate Landing Site -Shuttle Program Office Pratt & Whitney
Edwards AFB, CA -Program Integration External Tank West Palm Beach, FL

-Space Shuttle Veh. Eng. Office LMCO

(FSW, FCE, ORB, RMS) Michoud Assembly Fac. 10

-United Space Alliance - SFOC New Orleans, LA


Exploration Roadmap S

Outpost Bui

Science Robotics Missions:

Researchand mectnology DEVelopmenvonl ss:

a a

Commercial Grew Gargororlss:

sons oe

Space Shuttle Operations;
ee
SP Transiti ind| Retirement

a

Ares | and Orion Development

—|
Operations Capability) Developr ent

| Production and Operation,

Altair Lunar Lander Development
a
Ares V & Earth Departure Stage:

Surface Systems Development



NASA Greatest... [snsal

NASA’s Greatest Asset is our People

NASA Top Management Challenge is Managing Our
Skilled Civil Servant and Contractor Workforce as we:

1. Safely Complete the Remaining Flight Manifest and
Retire the Space Shuttle

2. Complete Assembly of the International Space
Station and Operate it following Shuttle Retirement /»

3. Conduct the Design, Development, Test &
Evaluation (DDT&E), and Initial Operations of the
new Constellation Exploration Vehicles and the
Systems that Support this E ffort


Initiative: Transition Communications

Top-Down, Bottoms-Up, In and Out Transition Communication
* Transparency, Accuracy, Clarity, Brevity: the Facts in a Timely Manner

Rendezvous Clear & Consistent Communication
—_ — e T&R Monthly T&R Issue
Activity Report Report

* Distributed broadly * Compiled for managers
ladies) * Provides a monthly review at TQPMR
i “enna snapshot of what * Helps identify temporary
mt everyone is working on vs. serious roadblocks
* Requires short-term * Stimulates discussion
goal setting about shared (or not)
* Quick way to track experiences across
progress centers

* Transition Website: www.nasa.gov/transition

¢ Strategic Communications Media: NASA TV, Transition Summit, Transition

Town Hall Meetings, Transition Talking Points, Transition Weekly Meetings 1°


Scope of the Transition Challenge:
Shuttle and ISS Flight Safety is #1 Priority

Equipment Items Composition
12% 0% @ Launch and Landing

¢ Approximately 17,000 civil servants and contractors*
¢ Shuttle occupies 654 facilities
* Over 980,000 equipment line items ——=> =n,
* Total equipment acquisition value is ~$12B

g Orbiter & Program Office -JSC
OSSME

* Total facilities replacement value is ~$5.7B M% oeET

53%
* 1,500+ Suppliers: 2007 Key for ET, SSME, Element

t Other (MOD, FCO, SLSD,
Suppliers

Shared MSFC, RSRM, SRB)

9)
Reporting Period: 09/30/03 to 09/30/07 16%
Revised on March 3, 2008

*FY07 workforce data from SOMD RMO, 2/15/07

el

Qualified (Active Flight) Supplier Count Distribution
—

— —
1-18 19-36 37-54 55-72 72+

OPO FCE SRB SSME RSRM ET TOTAL
09 180.3578 161 43.186

eta Source: M Galuzai NASA Supply Chain MaregerandSSP Transition Cross-cutting Lead


Questions?



National Aeronautics and Space Administration

Workforce Transition Strategy
Initial Report

Space Shuttle and Constellation Workforce Focus

Mr. Bill Gerstenmaier Richard J. Gilbrech, PhD
Associate Administrator Associate Administrator
NASA Space Operations Mission Directorate NASA Exploration Systems Mission Directorate

March 31, 2008


Constellation and COTS:
The Future Requirements Drivers!

Constellation Program Work Locations

Se NASA Field Centers
YR Prime Contractor Location
® Subcontractor by District

12


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Leveraging the Ares | and Ares V Heritage: (vasa
Strategic and Tactical Implications

« J-2 engine (A
¢ Operational expe

RSRM/ SRB production
(Ares | and Ares V)
External Tank fabrication facilities
(Ares I, and Ares V)
Ground processing facil
Mission operations fa
Operational experience

Saturn Vv

Space Shuttle Ares |


Space Shuttle and Constellation Workforce Demand Estimates aya

as of March 2008 - NOTE CAVEATS BELOW

Space Shuttle and Constellation Workforce Estimates - as of March 2008
NOTE CAVEATS BELOW

FY08-09 FY09-10 FY10-11 FY11-12 FY12-13
Category Fyos Fyo9 Delta FY10 Delta FY11 Delta Fy12 Delta Fy13 Delta
Nationwide
Shuttle + Constellation FTEs 4,700] 4,400 -300 4,200 -200 4,100 -100 4,200 100 Sy 100
Shuttle + Constellation WYEs (low) 20,900 20,200 -700 18,700) -1,500| 12,500) -6,200 14,100 1,600) 1,000)
Shuttle + Constellation WYEs (high) 21,000) 20,300 -700 19,100 -1,200} 13,800) -5,300 15,700) 1,900) . 1,300)
Kennedy Space Center \4
Shuttle + Constellation FTEs 1,000 1,000 0 1,000) 0 1,000 0 T9Qq] 1,000 0}
Shuttle + Constellation WYEs (low) 8,000} 7,300 -700) 6,400] -900| 1,600 -4,800 00) 2,400) 200)
Shuttle + Constellation WYEs (high) 8,000} 7,400 -600) 6,700} -700| 2,300] _-4;400/ i 800 3,800) 700;
ohnson Space Center Are)
Shuttle + Constellation FTEs 1,400 1,400 0 1,400) 0 1,201 4 1,200 0 1,300 100)
Shuttle + Constellation WYEs (low) 5,900} 6,000 100) 6,000] 0 "fod - 3,800) 100) 3,500 -300)
Shuttle + Constellation WYEs (high) 5,900} 6,200 300) 6,600) 400) eA -1,100) 5,700) 200) 5,800 100
Marshall Space Flight Center 7,
Shuttle + Constellation FTEs 1,200 1,200 0 1,200) 0 200 0 1,300 100 1,300 0}
Shuttle + Constellation WYEs (low) 2,700] 2,900 200 2 \ 2,800) -100 3,000 200 3,100 100
Shuttle + Constellation WYEs (high) 2,700 3,100 400} S BO 00) 4,400) 900 5,100) 700 5,500 400}
[Stennis Space Center
Shuttle + Constellation FTEs 100 100 ° 0} 0 100 0 100 0 100| 0}
Shuttle + Constellation WYEs (low) 300 @ “ Bl 300 0 200 -100 200 0 100| -100
Shuttle + Constellation WYEs (high) 300} 300; 0 200) -100 200) 0 100 -100)
Michoud Assembly Facility \N
Shuttle + Constellation WYEs (low) 1,900} 1,41 -500) 800 -600| 600 -200 600| 0 600) 0
Shuttle + Constellation WYEs (high) 1,900} 1,400 -500 800 -600 1,100) 300 1,100 0 0}
Increasing Uncertainty

Caveats:

1) This table covers civil service and contractor personnel working on the Space Shuttle and Constellation programs at the Centers noted; it
does not display the total Center workforce, and it does not include students involved with the programs.

2) "Nationwide" workforce estimates include personnel working on the Shuttle and Constellation programs beyond the Centers noted in the
table.

3) FTE = Civil Servant Full Time Equivalent.

4) WYE = Contractor Work Year Equivalent.

5) See pages 19 - 20 of the March 2008 Workforce Transition Strategy, "Workforce Projections", for further notes on this table.


What is NASA Transition?

NASA Transition Definition:

The careful planning, optimized utilization, and responsive disposition of processes,
personnel, resources, and real and personal property, focused upon leveraging
existing Shuttle and ISS assets for Exploration programs’ safety and mission
success

A Continuum of Transition and Recurring Development to Operations
Iterations:

- Space Shuttle Program Transition & Retirement (T&R)

- ISS Program Shuttle Transition and Retirement (STaR)

- Constellation Transition(s) from Development to Operations

- Commercial Orbital Transportation Services (COTS) Transition

Orion

Focus on Big 3: Workforce, Infrastructure/Property, Budget/Schedule


Key Report Messages

¢ Focus Change: NASA is moving our workforce from Shuttle and ISS
operations work to CxP design and development

¢ Budget: Overall, NASA will spend the same amount on skilled labor, but
with a new emphasis on design of new vehicles to explore beyond low
earth orbit. Leaner Across the Board, More Development

¢ Reduce Fixed & Ops Costs: New vehicles must cost less to operate, or
we cannot afford to develop the vehicles to explore beyond earth orbit.
Must drop production, processing and operations costs

¢ Geographical & Skill Shifts: Regional workforce impacts of shifting from
“vehicle processing” and “operations” to development are becoming
clearer. Reducing regional impacts requires assignment of specific
Constellation development, test & manufacturing activities

¢ Details Evolving: Future procurements, contractor selections, and
refined lunar requirements will yield more details in 2008 and 2009

NASA is Executing the 15t Change in U.S. Civil Space Policy in 35 Years:

This Transition Will Result in Re-Invention and Re-Invigoration of NASA


Workforce Transition Initiatives

¢ Space Shuttle Workforce Survey - Input to Transition Metrics
¢ Strategic Workforce Management Model (SWMM)
* Office of Human Capital Management (OHCTMM) Initiatives
- Space Shuttle Program (SSP) to Constellation Program (CxP) Workforce Mapping Activity
* Position Agency to manage the transition of SSP skills to CxP
«Provide info needed for appropriate strategies/solutions to support transition
* Surface potential problems & test assumptions to develop mitigation actions
* Key team members & stakeholders engaged in mapping with OHCM
- Transition Managers, Center Transition Mgrs, SSP Human Capital Leads, PA&E
¢ SSP to CxP Mapping activity scope and schedule
- Phase | (J un 07-J an 08) - Civil Servants
«Initial mapping assessment focus on SSP Civil Service workforce
- Phase Il (Nov 08 to Present, Nearly Complete) -- Contractors
* Refine Civil Servant assessments, Initial contractor mapping assessment
- Later Phases
* Add more detail and update initial assessments as CxP planning matures
* Plan against additional realistic scenarios in addition to budgeted baseline
* Expand to All 10 Centers and Project through 2020 to Capture Lunar Work

Goals: Retain Skills for SSP Ops, Manage SSP-to-CxP Transition, Manage Gap


* Complete the International Space Station
* Safely fly the Space Shuttle until 2010

* Develop & fly the Crew Exploration Vehicle
no later than 2014

« Return to the Moon no later than 2020

« Extend human presence across the solar
system & beyond

* Implement a sustained & affordable human
& robotic program

A Rexewe
Spinir oF Discovery

* Promote international & commercial
participation in Exploration

NASA Human Capital
Human NASA Transition NASA Workforce Plan for Mission

Execution, Transition,
and Retirement of the
Space Shuttle Program

Spaceflight Plan Strategy
Transition Plan (Update pending)

2006
2006 2008 2006



Overview

* Transition is Complex & Challenging: Workforce Transition #1 Focus

* NASA will Change & Evolve: Information is Key to Learning, Planning, Developing,
Optimizing, Succeeding

* Workforce Is Vital for Safe & Successful Execution of Exploration Mission

U.S. Space Exploration Policy
Foundations for Exploration & Change

Vision For Space Exploration 2005 NASA Authorization Act

A RENEWED
SPIRIT OF DISCOVERY

».. The Administrator shall establish a program
to develop a sustained human presence on
the Moon, including a robust precursor
program, to promote exploration, science,
commerce, and United States preeminence in
space, and as a stepping-stone to future
exploration of Mars and other destinations...

2


Constellation Leverages Unique Skills and
Capabilities Throughout NASA Centers

Ames

7 * Lead Thermal Protectio

System ADP
* Aero-Aerothermal

gees £ database
noe res Abort simulations

Dryden

* Lead Abort Flight Test
Integration/O perations

* Abort Test Booster
procurement

* Flight Test Article

Integration

Glenn

* Lead Service Module and
Spacecraft Adapter integration

* Flight Test Article “Pathfinder”
fabrication

* Ares |-1 upper stage simulator lead

* Ares power, TVC and sensors lead

* | -2X altitude/inspace testing

Communication
formatics Le

Goddard

* Communications

Lead Launch Abort
» System integration
* Lead landing
system ADP
* Ares |-1 vehicle
JPL integration
* Thermal P rotecti * Ares aerodynamics lead
System support * SE&I Support

, Kennedy
* Home for Ground Ops Project
* Ground processing
* Launch operations
* Recovery operations

Johnson

* Home for Program

* Home for Projects: Orion, Mission
Ops, EVA, Lunar der

* Lead Crew Module integration

* Orion Spacecraft Integration

* GFE projects management

* Flight Test Program

Marshall

* Home for Ares Project

* Ares | and V development and integration lead
* LAS and SM SE&l Support

Stennis

* Rocket Propulsion Testing
for Ares



Transition Workforce Objectives and Key Messages

* NASA’s Human Spaceflight Workforce Objective:
- Retaining Skills for Shuttle Operations to Safely Execute Remaining Shuttle Missions; and
Managing Transition of Appropriate Shuttle Workforce into Constellation Development; and

Retaining Skills After Shuttle Retirement that are Needed to Safely Prepare for and Execute
Constellation Initial Operational Capability (IOC) in 2015 and Flight Operations Beyond

Maintain “10 Healthy Centers”
Program Requirements Will Drive our workforce and skill needs

¢ Approach to Ensure Critical Skills Retained:
- Provide Challenging, Exciting Follow-on Work in Constellation (and Other Programs)

¢ NASA is Committed to Transitioning as Much of the Shuttle Civil Service Workforce to
Other Agency Programs as is Necessary, Using Strategies such as:

- Workforce Sharing, Matrixing, Detailing, Retraining, Skills Assessment and Org Matching

* NASA Buys Products & Services from Industry and Does NOT Determine Workforce Levels
- However, NASA has made a substantial investment in unique skills training

¢ NASA is Committed to Working with the Aerospace Contractor Community and our Shuttle
Contractor Partners on Workforce Issues.

- Industry has a Range of Transition, Retention, and Staffing Tools Available to Maintain Critical Skills to
Meet their Contractual Obligations Required for Shuttle Mission Execution.

- Unique to Each Contractor Situation and their Known Role in Future Constellation Work

ay

16