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I. Public Benefit
USAID Administrator Ambassador Randall Tobias meets with USAID mission staff in Iraq.
Photo: USAID/Walter Mur |
The Department of State and USAID continue to pursue human resource initiatives aimed at building, deploying, and sustaining a knowledgeable, diverse, and high-performing workforce. For example, State and USAID maintain and develop robust training programs with emphasis on skills that can help achieve transformational diplomacy and development, such as advanced foreign language proficiency, public diplomacy, and leadership and management preparedness. Both agencies have also made a concerted effort to use commercial best practices to deploy secure, modern office automation platforms, secure global networks (unclassified, classified, and the Internet), a centrally managed information technology infrastructure, a modern messaging/archiving/knowledge management system, streamlined administrative systems, and a customer-focused portal.
In support of the Secretary’s vision for Transformational Diplomacy, the Department of State has identified a set of six priority crosscutting areas, for which it has developed an action plan with measurable milestones and metrics for tracking progress: (1) Build on our success under the President’s Management Agenda by getting to green and staying there; (2) Remove some support functions from danger posts to regional and central support centers at medium and large posts; (3) Strengthen open yet secure U.S. borders by maximizing legitimate travel to the U.S. while denying entry to those who would do the United States harm; (4) Improve training opportunities and curricula for employees; (5) Improve the quality of life for employees whether domestic or abroad and (6) Use technology to produce accurate information that supports decision makers and make that information available anytime, anywhere. The Department continues to maintain and develop skills that can help achieve transformational diplomacy and development, such as advanced foreign language proficiency, public diplomacy, and leadership and management preparedness.
The Department of State and USAID established joint management centers at some overseas locations in FY 2006. The consolidation has resulted in cost savings and, by allowing cross-bidding across management positions in State and USAID, has increased understanding and information sharing between the agencies. In addition, integrated budgeting, planning, and performance measurement processes, together with effective financial management and demonstrated financial accountability, are enhancing the management and performance of State and USAID, which will help ensure that resources are well managed and judiciously used. The American people will be able to see how well programs perform, and the costs they incur for that performance.
II. Selected Performance Trends
Percent of Language Students Attaining Skill Objectives
| |
2003 |
2004 |
2005 |
2006 |
| Percentage of Language Students |
78% |
88% |
87% |
84% |
|
 When Thomas Jefferson became the first Secretary of State in 1790, his small staff included a chief clerk, three other clerks, a translator, and one messenger. In an era before the telephone, e-mail, or fax, the Department of State communicated largely in writing. Clerks and officials wrote notes and letters to each other, and for the record, whether the other party was down the corridor, across the street, or across town. These notes and letters, including requests for meetings or action, were largely carried by the messenger. The Department of State hired more messengers as it grew larger. However, the written records of the U.S. Government and other institutions dropped considerably by the late 1920s and early 1930s, as the telephone gradually came into use and the number of messengers declined.
Thomas Jefferson, shown in a circa 1805 painting by artist Rembrandt Peale. Photo: AP/Wide World |
III. Strategic Context
Shown below are the performance goals, initiatives/programs, and the major resources, bureaus and partners that contribute to accomplishment of the Management and Organizational Excellence strategic goal. Acronyms are defined in the glossary at the back of this publication.
STRATEGIC GOAL: MANAGEMENT AND ORGANIZATIONAL EXCELLENCE
(Components that Contribute to Goal Accomplishment)
Performance Goal
(Short Title) |
Initiative/Program |
Major Resources |
Lead Bureau(s) |
External Partners |
| Human Resources and Training |
Operational Readiness |
D&CP, USAID Operating Expenses |
FSI, HR, S/CRS, M |
FCS, FAS, and other foreign affairs agencies |
| Recruit and Hire Talented, Diverse Employees |
D&CP, USAID Operating Expenses |
HR, M |
HBCU, HACU, OPM, Partnership for Public Service |
| Career Development and Training |
D&CP, USAID Operating Expenses |
FSI, HR, M |
FCS, FAS, and other foreign affairs agencies |
| Americans Employed by UN System Organizations |
D&CP, USAID Operating Expenses |
IO |
International organizations, other USG agencies |
| Information Technology |
Secure Global Network and Infrastructure |
CIF, D&CP, ICASS, expedited passport fees, USAID Operating Expenses |
IRM |
Other USG Agencies at overseas posts |
| Modern, Worldwide, Integrated Messaging |
CIF, D&CP, USAID Operating Expenses |
IRM |
Other USG Agencies at overseas posts |
| Diplomatic Security |
Diplomatic Security / Worldwide Security Upgrades |
D&CP |
DS |
N/A |
| Overseas and Domestic Facilities |
Capital Security Construction Program |
ESC&M |
OBO |
Other agencies |
| New Office Building for U.S. Mission to United Nations |
D&CP |
A |
GSA, USUN, IO |
| Compound Security Program |
ESC&M |
OBO |
Diplomatic Security, regional bureaus, other USG agencies, industry, GAO, OIG, and Congress |
| Resource Management |
Improved Financial Performance |
D&CP, USAID Operating Expenses |
RM, M |
OMB, GAO, Treasury |
Administrative Services |
Worldwide Logistics: Integrated Logistics Management System (ILMS) |
D&CP, USAID Operating Expenses |
A |
Various USG agencies |
| Competitive Sourcing |
D&CP, USAID Operating Expenses |
A, M |
OMB |
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