Stabilization and Reconstruction Staffing - RAND Corporation

More documents

Recommendations

Info

12 Stabilization and Reconstruction Staffing: Developing U.S. Civilian Personnelworking far above the level of their previous experience. This was truenot only of the junior and mid-level staff members, but also of somesenior staff. 1Members of a competent civilian staff for a SSTR operation (an“A-Team”) should have the following traits or provide the followingbenefits:1.2.3.4.5.Provide continuity (i.e., are in country for at least one year).Work in their areas of professional and technical expertise.Work at a level not grossly beyond their previous experiences(some amount of “working up” is to be expected in situationssuch as these).Include an appropriate number of experts on the part of theworld in which the operation is to take place.Have the temperament and ability to work in a location that isaustere and, at times, dangerous (i.e., have the “psychologicalfitness” required for these situations).It is clear that the United States did not field an “A-Team” in Iraq,because none of these five traits was addressed satisfactorily.CPA personnel records are sparse, incomplete, and spread outacross the government. Consequently, we lack the statistical data todescribe fully the situation on the ground. That said, the interviewdata we obtained and our direct experience are unanimous in supportingour general assessment that an “A-Team” did not deploy. Membersof a personnel-evaluation team that visited the CPA in January 2004characterized the staff as a pickup organization in place to design and1 Temporary senior CPA employees were not members of the Senior Executive Service.The Senior Executive Service (SES) was established by subchapter II of Chapter 31, Title5, United States Code, which provides the compensation, benefits, incentives, and otherconditions of employment for senior executives in the federal government. Temporary CPAemployees were not covered by these provisions, and so they cannot be considered membersof the SES. However, many held positions with responsibilities commensurate with those ofthe SES and received equivalent pay ($109,808 to $165,200 in calendar year 2005) (see theU.S. Office of Personnel Management Web site).
Motivation and Approaches 13execute the most demanding transformation in recent U.S. history 2 —asymptom of the fact that no machinery was in place to deploy nonmilitarypersonnel to areas such as Iraq; thus, the staff was inadequateas a staff. Interviews with former CPA officials, as well as the experiencesof the principal author who served with the CPA, also highlightthe extent of the problem. For example, the Office of Security Affairs,later renamed the Office of National Security Affairs, contained onlyone person willing to stay for a year (the Senior Advisor’s executiveassistant). 3 Others stayed from three to nine months, with the averagebeing less than six months. 4 The office of the advisors to the Ministryof Interior (MOI) had similar longevity, with only four out of a totalrequirement of 281 (the top number authorized, although the advisoryteam to the MOI never had more than 68 people) staying for a year. 5Ambassador L. Paul Bremer’s Office of Planning and Policy Assessmentdid not have anyone staying for a year. 6Evidence about the other descriptors of an A-Team memberalso indicates severe problems. With regard to experience, the Officeof National Security Affairs was, among other things, charged withbuilding the Iraqi Ministry of Defense (MoD) from scratch, advisingAmbassador Bremer on strategic-level security issues, establishinga stipend program for form soldiers of Saddam’s army, and establishingthe policy and programs for, and negotiating agreements to,transition and reintegrate (TR) Iraqi militiamen out of their armedorganizations into civil society. Although the MoD effort was competentlyled, some of the staff members involved in it lacked theappropriate qualifications and background. For example, two of thethree U.S. personnel working on the project were missile-defenseexperts rather than experts in the areas they were charged with—2 Tunstall’s recollection as deputy team leader.3 We note that many qualified people volunteered to go to Iraq, but almost none volunteeredto deploy for a year.4 Kelly’s observations and recollections as a member of this office from January to June2004.5 Email from former senior CPA official, May 2005.6 Interviews with senior CPA officials, April–May 2005.
Page 1 and 2: THE ARTSCHILD POLICYCIVIL JUSTICEED
Page 3 and 4: Stabilization andReconstruction Sta
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
Page 16 and 17: xivStabilization and Reconstruction
Page 18 and 19: xviStabilization and Reconstruction
Page 20 and 21: xviiiStabilization and Reconstructi
Page 23 and 24: AcknowledgmentsThe authors acknowle
Page 25 and 26: AbbreviationsACTAWCCACCFRCJTF-7CMPT
Page 27 and 28: AbbreviationsxxvMNSTC-IMoDMOINATOND
Page 29 and 30: CHAPTER ONEThe ProblemThe United St
Page 31 and 32: The Problem 3• How long are perso
Page 33 and 34: The Problem 5The authors’ first-h
Page 35 and 36: The Problem 7sonal correspondence w
Page 37: The Problem 9sets of CPA civilian s
Page 42 and 43: 14 Stabilization and Reconstruction
Page 55 and 56: CHAPTER THREEWhat Capabilities Does
Page 57 and 58: What Capabilities Does the United S
Page 71: What Capabilities Does the United S
Page 90 and 91:
62 Stabilization and Reconstruction
Page 92 and 93:
Page 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 127 and 128:
Select BibliographyBinnendijk, Hans
Page 129 and 130:
Select Bibliography 101Oliker, Olga
Page 131:
Select Bibliography 103U.S. Joint F
show all

Stabilization and Reconstruction Staffing - RAND Corporation

Create successful ePaper yourself

Delete template?

Save as template?