Stabilization and Reconstruction Staffing - RAND Corporation

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80 Stabilization and Reconstruction Staffing: Developing U.S. Civilian PersonnelNSPD 44, 2 a definitive answer to that question requires further analysis.Both DoD and the State Department have accumulated many lessonsfrom the recent efforts in Afghanistan and, particularly, in Iraq.Furthermore, since any effort would require the participation of severaldepartments and agencies, OPM should be involved as the principalfederal government agency charged with personnel policy acrossgovernment.Finally, the HR management structure will need to be able towork across agency boundaries and support U.S. policy, planning,and operations. Therefore, the White House staff—the NSC staff andOMB in particular—should be involved in making decisions abouthow the effort will be managed and resourced, among other issues. Forpurposes of implementation of the concept, the formation of specificHR cells dealing with SSTR staff planning at the relevant departmentsand agencies might be in order. Given the expertise on SSTR operationsin DoD, liaisons from DoD at these departments and agenciesmight be required.For the lead-agency concept to go forward, legislative action willbe needed. If the pace of congressional action in 2005–2006 towardthe planning of and funding for SSTR operations is taken as an indicationof the contentiousness of the issue, then it is clear that there remainbasic differences on how to approach the issue in Congress. 3 It is alsoour basic observation that the conditions that will necessitate U.S. participationin future SSTR operations remain and that, unless the currentad hoc processes for providing civilian staffs for SSTR operationschange, there is bound to be much waste in resources and endangeringof lives.2 This conclusion stems from the fact that SSTR operations are civilian-led, and the staffsto which we are referring are civilians with expertise that resides at the State Department andits agencies (USAID).3 Nina M. Serafino and Martin A. Weiss, Peacekeeping and Conflict Transitions: Backgroundand Congressional Action on Civilian Capabilities, Washington, D.C.: Congressional ResearchService, CRS Report for Congress RL32862, June 2, 2006.
Conclusions and Recommendations 81Recommendations:• The President should direct the NSC staff and OPM to cochaira SSTR panel to validate the lead-agency concept, and to determine,among other things, who should lead SSTR HR planningand operations support. At a minimum, the panel should alsohave senior HR and policy representatives from the Departmentsof State and Defense, and a representative from S/CRS and fromthe Office of Management and Budget. This panel should considerplanning and operations as two distinct phases of the SSTReffort, and it should explicitly consider the possibility that differentmanagement paradigms might be needed for each.• After considering the recommendations of this panel, and if itvalidates the lead-agency recommendation, the President shoulddesignate one agency as the HR lead for SSTR efforts and givethat agency the authority to coordinate across the federal governmenton all SSTR-related planning and operational HR issues.The President should task the Stability and Reconstruction OperationPolicy Coordinating Committee (SRO PCC) with overseeingthis process and should be prepared to task departments andagencies in support of this effort. The President may need congressionalsupport in order for this action to receive the properbacking across governmental departments and agencies.PlanningThe planning tasks discussed here are those having to do primarily withstructuring the HR effort, not workforce planning. The lead HR officeshould develop this plan so that, when needed, the SSTR HR functioncan implement plans smoothly. These plans should include not onlythe mechanisms by which the lead HR office will coordinate workforceand operational planning with the other applicable agencies of the federalgovernment, but also how the operational HR effort will function.Such considerations as databases to account for deployed personnel,what HR capabilities should be deployed with the operational componentof the HR effort (e.g., rear and forward HR staff composition),
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THE ARTSCHILD POLICYCIVIL JUSTICEED
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Stabilization andReconstruction Sta
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PrefaceThe United States participat
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ContentsPreface ...................
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ContentsviiCHAPTER FIVEConclusions
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Tables3.1. Number of U.S. Governmen
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AcknowledgmentsThe authors acknowle
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AbbreviationsACTAWCCACCFRCJTF-7CMPT
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AbbreviationsxxvMNSTC-IMoDMOINATOND
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CHAPTER ONEThe ProblemThe United St
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The Problem 3• How long are perso
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The Problem 5The authors’ first-h
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The Problem 7sonal correspondence w
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The Problem 9sets of CPA civilian s
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CHAPTER THREEWhat Capabilities Does
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Page 127 and 128: Select BibliographyBinnendijk, Hans
Page 129 and 130: Select Bibliography 101Oliker, Olga
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