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56 Stabilization and Reconstruction Staffing: Developing U.S. Civilian Personnelannual budget requests. For our purposes, in addition to planning andresources, a critical component of creating a well-functioning personnelsystem aligned with the strategic goals of the U.S. SSTR operationis management.Many different agencies are part of the federal government, andeach has its own HR functions and management systems, although allare loosely related under the OPM umbrella. That separateness leadsto one key problem: achieving unity of effort. In particular, a SSTRoperation will require a unified staff working to achieve the goals ofthe U.S. government, but it will almost certainly be populated by individualsfrom several departments and agencies, as well as by contractorpersonnel. The personnel system supporting each SSTR operationmust work with the same unity of effort as the country team deployedon the mission.In view of the issues that surfaced during our interviews, as wellas our direct experience with CPA, we chose three basic criteria forevaluating options on how to achieve a unity of effort:1.2.3.Responsiveness to the Ambassador: The SSTR operation islikely to have small staffs that provide assistance to deployedpersonnel. The entire HR effort—in Washington, D.C., anddeployed on a SSTR operation—must support the Ambassador.The distinguishing characteristic of this criterion is an operationalfocus.Capacity and capability: No single agency will have thebreadth of contacts and expertise to recruit the best personnelin every required field. The goal of this criterion is to maximizethe use of recruiting capabilities and capacity across the U.S.government.Accountability: Having the responsibility for personnel functionsspread across all involved departments and agencies withno formal mechanism that assures accountability will lead toshortcomings in finding and fielding high-quality personneland to accounting for those personnel in theater. Accountabilitydiffers from responsiveness, in that responsiveness has to do withthe ease of coordination between the Ambassador’s staff and the
Process, Structure, and Management—What Can Be Done Today? 57HR organization supporting that staff’s needs, whereas accountabilityhas to do with the ability of the HR organization to documentand manage the HR functions needed to support thefielded staff, as well as to measure the results of the HR process.To further describe the difference between responsiveness andaccountability, an HR organization incapable of recruiting andkeeping track of personnel, but that could easily coordinate withthe Ambassador’s deployed staff, would be viewed as responsive(i.e., without regard to the acceptability of the response) butnot accountable. Conversely, an organization capable of managingthe HR functions that required more coordination than thesmall, deployed staff could handle could be accountable but notresponsive.To achieve unity of effort, we consider three models that plausiblycould provide a solution. In the first model, one agency is responsiblefor the personnel-management effort for the entire operation. In thesecond, one agency is the lead, supported by the other agencies supplyingpersonnel to the SSTR effort. In the third, recruiting is decentralized,with the agencies responsible for specific billets validating andfilling them as needed, but without central HR direction or control.Before discussing each model, we want to draw attention to theimportance of a few factors, alluded to in earlier discussions, whichconcern primarily permanent federal civil service personnel.Who pays for personnel salaries is important. For example, ifemployees are provided to a SSTR operation on a reimbursable basis(meaning that personnel costs are borne by the operation’s budget)rather than on a nonreimbursable basis (meaning that the agency towhich the personnel belong is responsible for personnel costs), agenciesmay be more willing to provide personnel and to have their personnelmanaged by another agency. A second issue is equitable and consistentpersonnel policies, such as those for overtime, bonuses, othercompensation, promotion, and the like. As mentioned earlier in thischapter, ideally the U.S. government should try to minimize disparitiesin these policies (e.g, have universal rules) to encourage U.S. governmentpersonnel to participate and to protect those who do. A third
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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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xviiiStabilization and Reconstructi
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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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Page 127 and 128: Select BibliographyBinnendijk, Hans
Page 129 and 130: Select Bibliography 101Oliker, Olga
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