Stabilization and Reconstruction Staffing - RAND Corporation

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64 Stabilization and Reconstruction Staffing: Developing U.S. Civilian Personnelment departments and agencies that play a role in SSTR operations), and,accordingly, these billets are filled by the normal working of the governmentpersonnel systems.Billets 4 through 8 in the figure are those that exist on the JMDbut are not resourced, and so are not filled until needed. Although notfilled on a day-to-day basis, they are documented and validated, andassigned to a particular agency to fill when the need arises. The dashedarrows from a particular agency to a particular billet indicate that theagency is assigned to fill a particular billet with civil servants or temporaryhires should the need arise. Billets 7 and 8 indicate the needto plan for the organization to be expandable. These billets would bedescribed and validated, contingent upon need. They differ from Billets4 through 6 in that Billets 4 through 6, while also unfunded, would befunded if a deployment occurred, whereas Billets 7 and 8 would not befunded unless additional billets of this type were required.Finally, the arrows from the private-sector box to Billets 4through 8 are meant to indicate that not all billets need be filled bycivil servants or temporary hires identified by the government, but thatsome could be contracted for, and others, although temporary hiresprocessed by the appropriate federal government agency, could be identifiedwith the help of outside human-resources firms. 9 These positionsare planned for, have the advantage of being on the books of somefederal department or agency, and only lack the authority and fundsto be filled. Examples might be billets for translators for a particularlanguage who would be required if a SSTR operation took place in aparticular area of the world, or specialists in creating banking structuresin developing countries. This type of position could be for eithera government or contract employee to augment an existing governmentstructure, as is often done in federal government offices, particularlyDoD.In any case, the type of mechanism for identifying and hiringemployees (government personnel system or contract) should be speci-9 For example, this might be necessary if a specialty is needed for which the federal governmenthas no particular expertise or if specific talents are difficult to find.
Process, Structure, and Management—What Can Be Done Today? 65fied to the degree possible in the planning process and documented inthe JMD.The third type of positions are unanticipated and temporary (i.e.,those not on the books of any department or agency). These billetscould be of two types. The first type is made up of additional positionsof a known kind (e.g., translators), in which case there would bean existing job description (documentation), and the personnel systemwould only need to validate the requirement before hiring someone tofill it. The second type of position is for an unanticipated skill, in whichcase there would be no job description at all and the positions wouldneed to be both documented and validated.If these billets were created as part of an existing organization,then the bureaucratic machinery of that organization would make thetask of documenting and validating these positions easier; however, ifpart of an ad hoc structure, documentation and validation would likelybe significantly more difficult tasks unless planning had already takenplace. Because we are not aware of any plans to create large numbers ofdeployable billets in S/CRS, we will assume the latter case.The lessons learned from previous U.S. and UN SSTR effortsshould make the task of creating “off-the-shelf” job descriptions reasonable,10 and, as these lessons learned are translated into concreteplanning, the number of unanticipated billets will be reduced.For temporary positions that were not anticipated, it is likely thatno job description would exist until the need was identified—eitherin the planning for, or actual execution of, a SSTR operation. Thedemand here would likely be for the rapid identification of someone tofill a billet that could be a government or outsourced position, depictedin Figure 4.2 by the solid “Temp hires” (Temporary Hires) arrowleading from the U.S. government box and the solid arrow from theprivate-sector box.It is useful to note that Figure 4.2 is, in many ways, an expansionof Figure 3.2 (“Supply of and Demand for Personnel”). The supply of10 A great deal of accumulated experience resides with civilians in SSTR operations, includingthe lessons learned with the Provincial Reconstruction Teams in Iraq and Afghanistan,and experience with similar formations in the Balkans in the 1990s.
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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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xivStabilization and Reconstruction
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xviStabilization and Reconstruction
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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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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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12 Stabilization and Reconstruction
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Page 55 and 56: CHAPTER THREEWhat Capabilities Does
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Page 127 and 128: Select BibliographyBinnendijk, Hans
Page 129 and 130: Select Bibliography 101Oliker, Olga
Page 131: Select Bibliography 103U.S. Joint F
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