Stabilization and Reconstruction Staffing - RAND Corporation

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xivStabilization and Reconstruction Staffing: Developing U.S. Civilian Personneloperations and making recommendations to improve future SSTRoperations.This focus is motivated by the experiences of the CPA, whichdemonstrated that the United States failed, from several perspectives,to field a complete, competent civilian staff—an “A-Team.” The staffcould be characterized as short-term (few were there for longer than sixmonths), and they were generally not what would be considered wellqualified.Almost none were experts on Iraq or the Middle East. Manyworked in positions outside their professional expertise and well abovethe level of their previous experience. The failure to field an A-Teamstaff is not a criticism of the character or capabilities of any individual,nor of a lack of effort or competency on the part of those in leadershippositions. Rather, it is an indictment of the lack of institutionalcapability.The paradox of using civilians in SSTR efforts is that civiliansusually move out of rather than into areas of political instability. Acomplete playbook for identifying, obtaining, and organizing humanresources into an unstable area simply does not exist. However, thereare statutes, rules, and policies that could facilitate future SSTR operationsand provide a basis for identifying and recruiting candidates,assessing qualifications, appointing and compensating employees, andtraining and developing the workforce.National-level policy and strategic direction should guide thosecharged with SSTR planning and operations, which include the creationof institutional pieces needed to implement policy. Plannersshould then use the U.S. Office of Personnel Management’s (OPM’s)Human Capital Assessment and Accountability Framework (HCAAF)and standards, developed as part of the President’s ManagementAgenda, 2 to consider issues related to the creation and fielding of large2 “The President’s Management Agenda (PMA) is a management initiative instituted byPresident George W. Bush in April 2001 to improve management practices across the FederalGovernment and transform government into results-oriented, efficient and citizencenteredenterprise” (U.S. Department of the Treasury, Office of Performance Budgetingand Strategic Planning, “About the President’s Management Agenda.” See Executive Officeof the President, Office of Management and Budget, The President’s Management Agenda,Fiscal Year 2002, Washington, D.C., no date.
Summaryxvcivilian staffs. The Framework advocates strategic alignment, workforceplanning and development, leadership and knowledge management,results-oriented performance culture, talent management, andaccountability. See Figure S.1.Policy and Strategic DirectionWith regard to policy and strategic direction, policymakers shouldinclude human resources and resource managers when planningSSTR operations, to ensure that plans and policies are executable andthat human resources and other organizations, especially budget andfinance, actively support policy implementation.Figure S.1Fitting the Pieces TogetherPolicyStrategic DirectionStrategic Alignment• Management• Planning• ResourcesWorkforce Planningand Accountability• Staffing document• Assignment of responsibilityTalent Management,Performance Culture, Leaderand Knowledge ManagementRAND MG580-S.1• Recruiting and retention• Intellectual and experiential capital
Page 1 and 2: THE ARTSCHILD POLICYCIVIL JUSTICEED
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Page 5 and 6: PrefaceThe United States participat
Page 7 and 8: ContentsPreface ...................
Page 9: ContentsviiCHAPTER FIVEConclusions
Page 13: Tables3.1. Number of U.S. Governmen
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Page 23 and 24: AcknowledgmentsThe authors acknowle
Page 25 and 26: AbbreviationsACTAWCCACCFRCJTF-7CMPT
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Page 29 and 30: CHAPTER ONEThe ProblemThe United St
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What Capabilities Does the United S
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