88 <strong>Stabilization</strong> <strong>and</strong> <strong>Reconstruction</strong> <strong>Staffing</strong>: Developing U.S. Civilian Personnellocal government, private sector) would most likely be able to providepeople to fill each billet. This analysis should be based primarilyon the functional requirements for that billet.The lead HR office should render periodic reports to the NSCSRO PCC <strong>and</strong> OPM on the status of recruiting <strong>and</strong> retentionefforts, providing specific data on the performance of each federalagency charged with filling JMD billets.The NSC SRO PCC should designate an agency or office (e.g.,OPM, S/CRS) to be responsible for conducting periodic audits ofthe personnel designated for specific JMD billets, to ensure thatthey are qualified <strong>and</strong> remain availableThe lead HR office should analyze JMD billets to identify thosein which there is little or no federal expertise, <strong>and</strong> should plan<strong>and</strong>, if possible, arrange for other personnel sources (e.g., allied,state, or local governments, or the private sector) to fill them.OPM <strong>and</strong> department/agency regulations should stipulate whena U.S. government office supervisor may <strong>and</strong> may not hinder theparticipation of one of his or her employees in SSTR operations.From the requirements stipulated in the JMD, the lead HR officeshould determine what, if any, inducements are required to attract<strong>and</strong> retain the personnel needed for a strong civilian staff:•••••––••St<strong>and</strong>ard options, such as signing bonuses, specialty pay, <strong>and</strong>retirement <strong>and</strong> promotion benefits, should be consideredexplicitly.Nonst<strong>and</strong>ard benefits, such as specialty training <strong>and</strong> accessto intelligence on world hot spots (subject to adequate securityclearance <strong>and</strong> a need to know), should also be consideredexplicitly.In light of the above analyses, OPM should compare existingauthorities to staffing requirements to determine what, if any,additional authorities or legislation is needed to ensure thatrecruiting efforts will result in a full, competent staff.As part of the task to ensure a performance culture, the NSCSRO PCC <strong>and</strong> the lead HR office should hold periodic exercisesin which SSTR HR personnel simulate the implementation of theworkforce plan. These exercises should be attended by those actu-
Conclusions <strong>and</strong> Recommendations 89ally charged with given tasks under the plan, should be observedby OPM, <strong>and</strong> the results should be presented to the NSC Deputies<strong>and</strong> Principals Committees. COOP <strong>and</strong> COG programs providemodels after which these exercises could be modeled.Final WordsOne way to describe these recommendations is to revisit Figure 3.2 <strong>and</strong>incorporate into it the above discussion <strong>and</strong> recommendations. Theserecommendations can be summed up by stating that the mechanismthat links supply to dem<strong>and</strong> is a well-planned process, at the center ofwhich lies the HCAAF process laid out in Figure 5.1. This layout isdepicted simply in Figure 5.2.