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Diplomacy in Action

Strategic Goals 17, 18, 19, and 20


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National Interest: Diplomatic Activities

Strategic Goal 17: Mutual Understanding
Improve and strengthen the international relations of the United States by promoting better mutual understanding between the people of the United States and the peoples of the world through educational and cultural exchange.

STRATEGIC GOAL OVERVIEW/PUBLIC BENEFIT

According to the President and Secretary of State, the events of 9/11 underscored the need to communicate America's values more effectively to the rest of the world. In response to the events of 9/11, the Department increased the share of "Mutual Understanding" in the Department's exchanges budget for the Near East and South Asia regions from 16 to 20 percent. In the war against terrorism, the battle for values also requires gaining ground the old-fashioned way, with patient, relentless work to influence individuals, cultures, and climates of opinion. 

STRATEGIC GOAL SUMMARY OF RESULTS ACHIEVED
One Annual Goal and OneTargets Represented
Four Annual Goals Represented
Number of Targets
Significantly Below Target
Slightly Below Target
On Target
Above Target
Significantly Above Target
No 2002 Data Available
TOTAL
1
0
0
1
0
0
0
Percent of Total
100%
0%
0%
100%
0%
0%
0%

The Department utilizes public diplomacy to understand, inform, engage, and influence foreign audiences. It reaches beyond government-to-government relations to establish a foundation of trust upon which specific policy and societal issues can be addressed by foreign audiences in a context of informed understanding and mutual respect.

The Department manages various programs to achieve these aims. Exchange programs provide key foreign audiences with participatory involvement in a range of activities that build on U.S. perspectives and enhancement of skills and knowledge related to areas relevant to specific strategic goals. Exchange programs also promote greater understanding of foreign peoples and cultures by U.S. audiences. The Department groups and customizes its exchanges around specific sub-groups such as secondary school and undergraduate students (the successor generation); undergraduate and graduate students, researchers and junior faculty, and junior professionals (the emerging generation); mid-level professionals, academics, and officials (the mid-level generation), and senior professionals, academics, and officials (the senior generation).

Following the events of 9/11, the Department launched several "Quick start" counterterrorism activities aimed at providing balanced information about the United States and creating dialogue with foreign audiences about common values. For example, the Joel Meyerowitz photo exhibit on Ground Zero has been shown in 150 cities worldwide. Reaction to the exhibit has been extremely positive. Information about the exhibit can be found at http://www.911exhibit.state.gov/.

In another initiative, the Department brought to the United States approximately 100 journalists, senior and mid-level officials, and religious and youth leaders from countries with large Muslim populations. They have attended programs focusing on issues of responsibility of the media, civic life, democracy building, ethnic and religious conflict resolution, diversity in America, and U.S. foreign policy-making. Participants noted that they increased their understanding of these topics and the United States (ranging from 3.79 to 4.41 on a 5-point scale). Ninety-seven percent of the participants stated they will share information gained in the United States with colleagues, friends, and family.

In collaboration with the U.S.-Afghan Women's Council, the Department brought fourteen Afghan women representing five ministries and the Kabul Public Security Court to the United States for leadership training. The project was designed to provide an opportunity to prepare to re-enter the social, political, and economic life of a reconstructed Afghanistan. The project includes follow-up training in Afghanistan and laptop computers for each participant donated by the private sector. The participants will train others in their respective ministries.

In addition to its rapid response to the events of 9/11, the Department continued to administer highly effective exchange programs. In a feature story in the May 29, 2002 Jakarta Post, the chairman of Indonesia's second largest Islamic organization (the Muhammadiyah, with 30-40 million members) credited his Fulbright experience in the United States with a drastic change in his views. He stated that he abandoned his idea of establishing an Islamic state in Indonesia after he obtained his Ph.D. in Islamic Studies from the University of Chicago.

The president of Afghanistan, the highest-ranking woman in the Afghan government, and the Afghan minister of education are all alumni of the International Visitor Program. Numerous alumni of the Department's educational and cultural programs gained prominent political positions in 2002, including the prime minister of Turkey and the Director-General of Islamic Institutions Development in the Indonesian Ministry of Religious Affairs.

Annual Performance Goal 1
Improve and strengthen the international relations of the United States by promoting better mutual understanding between the people of the United States and peoples of the world through educational and cultural exchanges

For 2002, the annual performance goal and the strategic goal were the same. The Department views the promotion of mutual understanding as a critical element in to foster long-term stability and prosperity. Educational and cultural exchanges are the essential foundation of the Department's efforts to conduct foreign policy and resolve crises around the world. The rationale behind exchange programs is that if people experience democratic ideas, concepts, values, or information, they are more likely to change their behavior or take action to change the behavior of their organizations or nations. This behavioral change will make U.S. relations with other countries more peaceful, friendly, and sympathetic.

SUMMARY OF KEY RESULTS AND IMPACT

The 94-percent rating represents the percentage of exchange participants who viewed their experience as valuable, and demonstrates progress toward the strategic goal. This result implies that foreign participants in exchange programs have gained a greater understanding of the United States. Independent evaluations find that 90 percent of participants gain a better understanding or a more positive view of the United States. This understanding translates into changed attitudes and behavior for the participant, which should reduce the participant's hostility toward the United States, increase linkages between Americans and people from other countries, and contribute to more peaceful, sympathetic and friendly relations.

While it is satisfying to know that participants perceive their experiences as being valuable, the indicator is not the best measure for demonstrating the actual change of understanding, attitude, or behavior. Therefore, there will be changes to indicators and upward adjustments to targets.

INDEPENDENT POLLING AND ANALYSIS OF SUCCESS AND POSITIVE PROFESSIONAL PROGRAM EVALUATIONS
Target
Result
Rating
70% of ratings "highly successful." 94% of ratings "highly successful or valuable." On Target

PROGRAM EVALUATION AND MANAGEMENT CHALLENGES

Seven Program Evaluations were conducted in FY 2002 that pertained to this Strategic Goal:

1. Outcome Assessment of the U.S. Fulbright Scholar Program (State/Internal)
2. Outcome Assessment of the American Council on Young Political Leaders (ACYPL)
Program (External)
3. Evaluation of the International Visitor Program Special Initiative Projects (State/Internal)
4. Muskie/FSA Graduate Program Evaluation (External)
5. Georgian Institute of Public Administration (External)
6. Assessment of Selected Educational Exchange Programs in Turkey (External)
7. Educational and Cultural Exchange Programs in Near East Asia and South Asia(OMB PART)

Detailed information on these evaluations' major findings, recommendations, and actions to be taken can be found in the FY 2002 Key Program Evaluations by Strategic Goal section of the Appendix.

National Interest: Diplomatic Activities

Strategic Goal 18: Human Resources
An optimum number, distribution, and configuration of the Department's workforce both domestic and overseas under the highest quality leadership employed in response to the foreign policy priorities identified in the strategic plan.

STRATEGIC GOAL OVERVIEW/PUBLIC BENEFIT

To maintain the U.S. role as a world leader in the twenty-first century, the Department must have sufficient resources to attract, train, promote, and retain its employees, America's foreign policy representatives.

In FY 2002, the Department increased its hiring to close skill and numerical gaps that opened in the 1990s. The hiring of 360 people beyond attrition has started to close mission-critical gaps at overseas posts. This increased hiring allows the Department to address emerging issues such as the war on terrorism and its increasing homeland security responsibilities. In addition, recruitment and outreach efforts have begun to yield results. FY 2002 witnessed the greatest annual number of applicants who have ever taken the Foreign Service exam, including the highest numbers and percentages of minorities.

The Department also established mandatory training requirements that ensure that all senior-level, mid-level, and junior-level employees are trained in leadership and management. Overall, the Department has provided over 2.6 million hours of training to about 38,000 enrollees to ensure an ongoing level of professional development that supports the Department's hiring and assignments plan, including the expanded Diplomatic Readiness Hiring Plan.


STRATEGIC GOAL SUMMARY OF RESULTS ACHIEVED
Three Annual Goal and Eight Targets Represented
Four Annual Goals Represented
Number of Targets
Significantly Below Target
Slightly Below Target
On Target
Above Target
Significantly Above Target
No 2002 Data Available
TOTAL
8
0
1
2
1
3
1
Percent of Total
100%
0%
13%
25%
13%
37%
13%

Annual Performance Goal 1
The Department will hire and retain an adequate number of talented, diverse Foreign Service, Civil Service, and Foreign Service National employees

SUMMARY OF KEY RESULTS AND IMPACT

The Department's most critical resource is its people. Committed, career employees and locally-engaged staff carry out foreign policy overseas and in Washington, D.C. Sixty percent of the Department's operating budget is devoted to its employees. To respond to the challenges of the global environment and ensure that the Department can bring America's message to the world, the Department must have a workforce capacity that is able to meet ongoing challenges, respond to crises, and allows employees to be released for training.

During FY 2002, about 59,000 individuals registered to take the Foreign Service Exam, which is the highest ever for a given twelve-month period. This level of supply provides the Department with a wider pool of talent from which to choose future foreign service officers, without lowering hiring standards. Moreover, this points to the Department's growing image as an employer of choice that offers competitive opportunities. Finally, this pool provides a qualified group from which to fill vacancies in key skill areas.

KEY RESULTS BY INDICATOR AND TARGET

NUMBER OF REGISTRANTS FOR THE FOREIGN SERVICE WRITTEN EXAM, THE ALTERNATE EXAM PROGRAM AND STUDENT AND SPECIALIST PROGRAMS 8
Target
Result
Rating
FSWE: 20,000
AEP: 650
Student: 1,510
Specialist: 3,200
FSWE: 59,000
AEP: 677
Student: 4,000
Specialist: 2, 000
Significantly Above Target
HIRING LEVELS
(to meet expanding priorities and mandates and to provide an adequate personnel complement)
Initial Target
Revised Target 1
Result
Rating
Hire 400 above normal intake to adequately meet the expanding priorities and mandates of the Department, plus, 1250 to provide training float and an additional 60 support positions. Hire 400 above normal intake; hiring of additional specialists in security, consular affairs, and IT programs as needed. Hired 470 Junior FSOs, more than 700 FS specialists, and more than 600 CS employees, including more than 300 security personnel and 150 IT professionals. On Target
8 In FY 2002, 27,000 people actually took the FSWE as compared to 13,000 in FY 2001 and 8,000 in FY 2000.
1 Target was modified; activities related to achieving both initial and revised target were undertaken. "Result" reported for both sets of targets.

Annual Performance Goal 2
Develop and implement training and professional development programs and make them available to all full-time employees throughout their careers

SUMMARY OF KEY RESULTS AND IMPACT

In FY 2002, the Department made leadership and management training mandatory for key personnel. This training is the linchpin of the employee-training program. With increased staffing from new hires, more mid-level and senior employees will be able to take needed training. Training curricula were also established to serve both Civil Service and Foreign Service employees, and to assist managers in their role of guiding employee development. As shown in the adjacent chart [text version only], over two thousand Foreign Service Nationals (FSNs) were trained in crisis management during FY 2002.

The Department continues to support the Leadership Competencies Development Initiative (LCDI) but has focused more on empowering line managers to use it as a tool in employee development. During FY 2002, the performance indicator for the LCDI was changed from individual participation to the number of bureau briefings delivered. The change reflected need to transfer ownership of the process to the bureaus and resulted in broadened organizational learning. Through active marketing, a total of twenty-one bureaus received instructional briefings and were provided with resource materials.

The Foreign Service Institute (FSI) continued to broaden opportunities beyond the traditional classroom through technologybased training, including upgrading digital capacity, expanding Internet-Intranet-based distance learning, and developing new multimedia programs and tools for foreign-language learning and crisis-management training. The upgrade of multimedia labs from analog to digital allowed increased technology-based learning and the development of new tools and products to further efforts that create and foster "training anytime, anywhere."

Number of Foreign Service Nationals (FSNs) Trained in Crisis Management:
FY 2000 -- 1,123 (Result)
FY 2001 -- 1,487 (Result)
FY 2002 -- 1,873 (Target)
FY 2002 -- 2,245 (Result)

KEY RESULTS BY INDICATOR AND TARGET

NUMBER OF CIVIL SERVICE EMPLOYEES IN CAREER DEVELOPMENT PROGRAM
Target
Result
Rating
5% increase
Program was decentralized to bureaus; no data available. N/A
PERCENTAGE OF LANGUAGE STUDENTS ASSIGNED FOR AT LEAST THE RECOMMENDED AMOUNT OF TIME AND WHO MEET THEIR TRAINING GOAL
Initial Target
Revised Target 2
Results
Rating
Maintain/improve current rate (FY 2000 Baseline: 66%). Maintain and/or improve current rate.
75%
On Target
NUMBER OF FOREIGN SERVICE NATIONALS ( FSNS ) TRAINED
Target
Result
Rating
1,873
2,245 total (1,984 Department, 261 other USG agencies). Significantly Above Target
STATUS OF UPGRADE OF ANALOG MULTIMEDIA LABORATORIES
( INSTALLED IN 1993 ) TO DIGITAL
Target
Result
Rating
Acquire and install second digital lab. Second lab installed in FY 2001; third lab installed in FY 2002. Significantly Above Target Lab upgrade one year ahead due to available funding.
FORMAL CAPACITY REVIEW
Target
Result
Rating
Recommendations made and reviewed. Indicator has been discontinued in subsequent plans because it was determined to be an inappropriate measure of performance progress. Funding identified; initial needs assessed to prepare a Statement of Work for a formal capacity study. Slightly Below Target Funding to allow formal capacity study in FY 2001 did not materialize until late FY 2002, pushing plan back at least a year.
2. Target language modified slightly but is substantially consistent; reported "2002 Results" correspond to Revised Target as shown.

Annual Performance Goal 3
Current and new work-life programs improve the quality of the workplace for all employees and the quality of life of Foreign Service employees and their dependents abroad

Quality of life and retention are crucial to a strong Department workforce. Life in the Foreign Service involves families as well as employees; the impact of that lifestyle is key to retention. Consequently, the Department is obliged to monitor the quality of life of its employees, particularly overseas. With few options for financial incentives in the federal workplace, workplace environment can be a key factor for retaining talented employees.

SUMMARY OF KEY RESULTS AND IMPACT

The Department has determined that measurement of attrition rates is not an appropriate quality-of-life indicator. Historically, the Department's attrition levels have been very low compared to that of other USG agencies. Therefore, measures relating to the baseline FY2002 employee survey and the success of spousal employment programs will be utilized. Spousal employment is the key factor in Foreign Service retention.

FOREIGN SERVICE AND CIVILSERVICE RESIGNATION RATES 9
Initial Target
Result
Rating
Foreign Service generalists 1.1%
Foreign Service specialists 1.2%
Civil Service full time 1.8%
Foreign Service generalists 0.5%
Foreign Service specialist s 0.8%
Civil Service 1.2%
Above Target
9. Indicator has been discontinued in subsequent plans because attrition and resignations are historically low in the Foreign Service and Civil Service; attrition will be caused mostly by retirements.

PROGRAM EVALUATION AND MANAGEMENT CHALLENGES

Five Program Evaluations were conducted in FY 2002 that pertained to this Strategic Goal:

1. Hardship Staffing Review, (GAO)
2. Language Review (GAO)
3. Bureau of Human Resources - Compliance Follow up Review (OIG)
4. Employee Satisfaction and Commitment Survey (State/Internal)
5. Foreign Service Promotion System (OIG)

Detailed information on major findings, recommendations, and actions to be taken can be found in the FY 2002 Key Program Evaluations by Strategic Goal section of the Appendix.

RELATED HUMAN RESOURCE ISSUES MONITORED BY THE DEPARTMENT

Employment of Americans by the United Nations
The Department remains concerned about the continued under-representation of Americans throughout the UN system. In many UN agencies, increased hiring of Americans is needed to achieve equitable representation. The Department's recruitment strategy includes establishing and coordinating USG-wide efforts; promoting the detail and transfer of federal employees; enhancing employment information and offering applicant support; monitoring UN staffing and hiring efforts; and working with UN agencies to encourage their hiring of more Americans.

Below are FY 2002 targets and staffing results for U.S. citizens in UN-agency posts subject to geographic distribution.

FY 2002 Targets Number or Percent Results
Number or Percent
Progress on Goals
UN Secretariat
330 / 13.8%
308 / 12.5%
Not Achieved
ILO
86 / 13.7%
94 / 14.4%
Achieved
ITU
19 / 6.8%
16 / 5.5%
Not Achieved
ICAO
20 / 9.0%
11 / 5.2%
Not Achieved
FAO
140 / 14.4%
125 / 12.7%
Not Achieved
UNHCR
N/A / 12.0%
116 / 9.5%
Not Achieved
WHO
155 / 14.3%
156 / 13.2%
Achieved
Results data is as of 12/31/2001.

The lack of progress in many UN agencies paralleled the apparent decline in the number of American applicants for UN positions. This decline could be attributed to a number of factors such as Americans finding more attractive private sector employment opportunities and the scarcity of attractive employment opportunities overseas for spouses. Limited foreign language skills also made some American applicants less competitive and in some UN agencies where Americans were underrepresented, the agencies did not take good faith steps to hire American applicants.

The Department will continue to monitor progress and make efforts to increase U.S. representation in UN agencies.

National Interest: Diplomatic Activities

Strategic Goal 19: Information Resources
Fully modernized, secure, and advantageous IT infrastructure and information systems, relying largely on commercial services and approaches, supporting the mission of the Department of State and the international community.

STRATEGIC GOAL OVERVIEW/PUBLIC BENEFIT

High-quality information technology (IT) systems are required to ensure that the Department and its employees are informed quickly and accurately about world events and have the IT tools necessary to achieve the Department's foreign policy goals. To accomplish this, the Department is pursuing a disciplined, multi-year IT strategic plan aimed at deploying top-quality IT systems. Using virtual teaming, the IT plan enables members of the international affairs community to collaborate internally and with other governmental and private organizations on a secure network, fulfilling the goals of the President's e-Government vision. Utilizing the concept of user empowerment, the IT plan will also streamline many administrative and substantive tasks, which in the past have required the involvement of administrative staff. For instance, employees will be able to access and update portions of their personnel files, thus reducing paperwork and increasing efficiency.


STRATEGIC GOAL SUMMARY OF RESULTS ACHIEVED
One Annual Goal and Seven Targets Represented
Four Annual Goals Represented
Number of Targets
Significantly Below Target
Slightly Below Target
On Target
Above Target
Significantly Above Target
No 2002 Data Available
TOTAL
7
1
0
5
1
0
0
Percent of Total
100%
14%
0%
72%
14%
0%
0%

Annual Performance Goal 1
Secure, advantageous, commercial-quality information technology (IT) supporting the full range of international affairs activities of the United States

SUMMARY OF KEY RESULTS AND IMPACT

Substantial progress was made in expanding overseas Internet access through the Open Net Plus program. Open Net Plus now offers high-speed, convenient access to the Internet, via the Department's Intranet, at 105 posts with a total of 21,000 users. The number of users of the outdated Rich Internet Access (RIAnet), which will be phased out, system was reduced; communication with the public, private businesses, other government agencies, and NGOs was enhanced; and users were able to perform their jobs more efficiently.

In anticipation of a program surge in FY 2003, fifty-four additional Classified Connectivity Program (CCP) installations were completed in FY 2002. This program provides speedy and convenient access to classified communications.

PERFORMANCE RESULTS BY INDICATOR AND TARGET

PERCENTAGE OF COMMERCIAL NETWORKING FACILITIES AVAILABLE FOR UNCLASSIFIED AND CLASSIFIED PROCESSING COMPLETED
Initial Target
Revised Target 1
Result
Rating
OpenNet+ pilot period is completed and lessons learned documented. Deployment to domestic and overseas begins. OpenNet+ pilot period is completed and lessons learned documented. Deployment to domestic and overseas posts begins. Fifty Virtual Private Networks installed. Enterprise Network Management improves network availability to 97%. OpenNet+ (Internet) pilot period completed and lessons learned documented. Substantial progress made on deployment to domestic and overseas posts. Fifty-four Virtual Private Networks installed. Enterprise Network Management improved network availability to 97%. On Target On Target Above Target On Target
PERCENTAGE OF CLASSIFIED AND UNCLASSIFIED DESKTOP COMPUTERS OLDER THAN 4 YEARS
Initial Target
Result
Rating
Classified Connectivity Program (CCP) is significantly increased for a surge in installations in FY 2002 and completion in FY 2003.
Classified program was significantly increased; 54 new installations in FY 2002, completion expected in FY 2003. Seven percent of classified desktop computers are slower that the 450MHz standard; 35% of unclassified desktop computers are over 4 years old. On Target
1. Target was modified; activities related to achieving both initial and revised targets were undertaken. "Result" reported for both sets of targets.
REDUCTION OF OVERSEAS SERVERS
Target
Result
Rating
Strategy adopted for reducing numbers of servers through consolidation (regionalization and centralization). Resources were redirected to focus initially on the large domestic portion of total requirements; the strategy for consolidating overseas servers will be completed by end of CY 2003. Significantly Below Target
PROGRESS TOWARD ELIMINATION OF THE CURRENT CABLE SYSTEM AND PROCESSES ( E.G., ACP - 127 AND IRM COMMUNICATIONS CENTERS )
Target
Result
Rating
Comprehensive requirements analysis completed. Comprehensive requirements analysis completed; steering committee formed, users consulted to determine requirements; Business Process Reengineering work plan completed, and prototype developed. On Target

National Interest: Diplomatic Activities

Strategic Goal 20: Infrastructure and Operations
Establish and maintain infrastructure and operating capacities that enable employees to pursue policy objectives and respond to crises.

STRATEGIC GOAL OVERVIEW/PUBLIC BENEFIT

In order to accomplish its mission, the Department must establish and maintain infrastructure and operating capacities that enable employees to pursue policy objectives. The events of 9/11, and the 1998 attacks on U.S. embassies in Nairobi and Dar es Salaam and the recent attack on the U.S. consulate general in Karachi underscore the daunting challenges that the Department faces in protecting employees and information, maintaining secure and functional facilities, and providing a sound financial and administrative infrastructure. The Department strives to ensure that its employees can live and conduct business safely and effectively, even in dangerous and difficult locations, through work in four key areas:

  • Diplomatic Security: Maintain security programs, measures and procedures to protect personnel and information.
  • Overseas and Domestic Facilities: Maintain a network of secure, safe, and functional facilities for 15,000 properties at 260 locations overseas and 96 facilities in the United States.
  • Financial Management: Maintain corporate financial management systems and financial operations.
  • Administrative Programs: Deliver efficient, web-enabled and customer-focused administrative and information services in support of diplomacy.


STRATEGIC GOAL SUMMARY OF RESULTS ACHIEVED
Four Annual Goal and Thirty-Seven Targets Represented
Four Annual Goals Represented
Number of Targets
Significantly Below Target
Slightly Below Target
On Target
Above Target
Significantly Above Target
No 2002 Data Available
TOTAL
37
3
5
15
5
7
2
Percent of Total
100%
8%
14%
41%
14%
19%
5%

Annual Performance Goal 1
Protection of personnel and information involved in diplomatic pursuits 10

10 This Annual Performance Goal collapses 3 previous goals: DR-IO-DS-01 Security for formerly lower threat posts is heightened to meet standards used at higher threat posts; DR/IO-DS-01 All classified and sensitive information overseas and in domestic facilities is safeguarded from physical and technical compromise; and DR/IO-01 All employees working in Department of State domestic facilities and designated foreign dignitaries within the United States are safe from physical harm.

SUMMARY OF KEY RESULTS AND IMPACT

Ninety-five percent of the 1999 Emergency Security Budget Amendment projects met the FY-2002 target. These projects heightened security at all posts, but most significantly at lower-threat posts. As provided under the Amendment this met standards formerly required only at high-and critical-threat posts.

Fifty-eight percent of the Department's 177 diplomatic posts received technical security equipment upgrades. The events of 9/11 and subsequent anthrax incidents delayed technical security equipment shipments to overseas posts, resulting in performance slightly below target.

During FY 2002, 99 percent of all newly-hired staff with security clearances received an introductory security briefing. This briefing guaranteed that employees requiring access to sensitive information and/or assets received the training and information on security procedures necessary for protecting the Department's sensitive work.

As shown in the adjacent chart [text version only], a comprehensive intrusion detection system to protect the Department's Sensitive But Unclassified information network is fully operational in all locations, both domestically and abroad. This system protects information assets from compromise at the Department's domestic and foreign facilities.

All Facilities Abroad Have Network Intrusion Systems in Place (Percentage of Posts):
FY 2000 -- 40% (Result)
FY 2001 -- 66% (Result)
FY 2002 -- 100% (Target)
FY 2002 -- 100% (Result)

The Department completed an average of 1,495 security clearance investigations per month, about 340 more cases per month than in FY 2001. These investigations, which included 189 periodic reinvestigations in accordance with Executive Order 12968, were mostly initial background checks required to reduce potential counterintelligence and other risks to the Department's information and personnel, but also included other agency cases. Although the target of 300 periodic re-investigations per month was not achieved in FY 2002, the rate of these types of investigations was almost double that of FY2001.

Introduction of newly-designed building passes and access control systems were 85 percent completed. Seventy-five percent of personnel data was gathered for the computer database, both were short of their targeted performance levels; the prime contractor defaulted, resulting in a three-month delay.

Sixty-seven percent of Level V facilities were provided with shatter-resistant window film, enhancing employee safety and upgrading facilities. Lack of funding prevented the full achievement of target performance during FY 2002 (i.e., only one Level IV facility completed). In the National Capital Region, the current list of eligible (i.e., Level IV and V) buildings has increased from seven to eleven and plans are in place to complete five buildings in FY 2003. The criteria for building levels were established by the 1995 Department of Justice study "Vulnerability Assessment of Federal Facilities."

During FY 2002, no foreign or U.S. diplomats suffered physical harm while under the protection of the Department's Diplomatic Security Service.

[Text version of a photo: Uniformed security officer stands near glass door with Department of State seal. Caption/credit reads: "A Department of State security officer keeps watch in the area as Secretary of State Colin Powell holds a joint press conference with Jordanian Foreign Minister Marwan Jamil Al-Muasher, Egyptian Foreign Minister Ahmed Maher Al-Sayyed and Saudi Arabian Prince Al Faisal on July 18, 2002 outside the State Department in Washington, DC. AFP Photo/Paul J. Richards."]

PERFORMANCE RESULTS BY INDICATOR AND TARGET

PERCENTAGE OF 38 EMERGENCY SECURITY BUDGET AMENDMENT PROJECTS COMPLETED
Target
Result
Rating
95% 9
5%
On Target
PERCENTAGE OF POSTS WITH TECHNICAL SECURITY EQUIPMENT UPGRADES
Target
Result
Rating
68%
58%
Slightly Below Target
ACCOUNTABILITY REVIEW BOARDS FINDING THAT A SERIOUS INJURY, LOSS OF LIFE, OR SIGNIFICANT DESTRUCTION AT A U.S. GOVERNMENT MISSION WAS DUE TO INADEQUATE SECURITY MANAGEMENT OR COUNTERMEASURES
Target
Result
Rating
No Findings
No Findings
On Target
PERCENTAGE OF CLEARED DEPARTMENT EMPLOYEES WHO HAVE RECEIVED AN ANNUAL SECURITY BRIEFING
Target
Result
Rating
95%
99%
Above Target
PERCENTAGE OF NETWORK INTRUSION - DETECTION SYSTEMS FOR OPENNET IN, PLACE ( ABROAD AND DOMESTIC)
Target
Result
Rating
100%
100%
On Target
NUMBER OF PERIODIC RE-INVESTIGATIONS BEING DONE TO MEET
5-YEAR REQUIREMENT OF E.O.12968
Initial Target
Revised Target 1
Result
Rating
150 re-investigations/month. 300 re-investigations/month. 189 re-investigations/month. Significantly Below Target
PERCENTAGE OF ACCESS - CONTROL SYSTEM AND
NEWLY-DESIGNED BUILDING PASSES IN PLACE
Target
Result
Rating
60%
Phase II 85% completed for the Harry S Truman Building; data for badge issuance gathered for 75% of personnel in the Washington, D.C. Capital area. Slightly Below Target
PERCENTAGE OF LEVEL VANDIV FACILITIES WITH
SHATTER - RESISTANT WINDOW FILM
Target
Result
Rating
100%
Two of three Level V buildings completed; one Level IV building completed. Significantly Below Target
NUMBER OF PROTECTEES THAT SUFFERED PHYSICAL
HARM WHILE UNDER DS PROTECTION
Target
Result
Rating
0
0
On Target
1 Target was modified; activities related to achieving both initial and revised targets were undertaken. "Result" reported for both sets of targets.

Annual Performance Goal 2
Secure, safe, and functional facilities serving domestic and overseas staff 11

11 This Annual Performance Goal collapses 2 previous goals: DR-IO-02-OP Overseas facilities under the Department of State's stewardship meet physical security standards and technical security requirements, and allow State and other U.S. Government agencies employees to perform their duties safely; DR-IO-02 The Department of State's domestic facilities are cost-effective and energy efficient and enable employees to perform their duties.

Secure, safe, and functional facilities provide an environment that allows employees to work efficiently and effectively as they pursue the policy objectives of the United States.

SUMMARY OF KEY RESULTS AND IMPACT

Eighty-seven percent of 1,262 identified overseas Physical Security Upgrade Projects were completed by the end of FY 2002, two percentage points above the stated performance target. This provided a more secure environment for USG employees at overseas missions.

During FY 2002, the Department initiated a substantial number of overseas based site acquisitions, capital construction projects, and rehabilitation projects, in accordance with the Department's Long-Range Overseas Buildings Plan (LROBP). This increased the safety and security of assets and personnel. Specific results were as follows:

  • Site acquisition: Ten new embassy compound sites were acquired for capital projects, exceeding the target of seven.
  • Capital construction: Thirteen new capital construction projects were awarded, exceeding the target of nine.
  • Rehabilitation: Fourteen rehabilitation projects were initiated, meeting the target to bring these facilities in line with current security standards.

Planned FY-2002 work for completing the Foggy Bottom Master Real Estate Plan was accomplished. Specifically, the first phase of demolition of the oldest part of the Department's Harry S Truman (HST) Building was completed; construction of new infrastructure has begun and is on schedule for occupancy in April 2004. Consolidation of the agencies involved in the Foreign Affairs Reorganization in Foggy Bottom is 85 percent complete.

The Department did not achieve its goal of attaining a 5-percent reduction in annual BBTUs (Billion British Thermal Units) consumed, as set forth in Executive Order 13123. This was due to the continuing major renovation of the HST Building, which created an artificial, temporary boost to energy consumption, as measured in BBTUs. Since BBTUs often increase during renovations, GSA regulation exempts federal buildings that are undergoing renovation, such as the HST Building, from Executive Order 13123.

SUMMARY OF KEY RESULTS AND IMPACT

PHYSICAL SECURITY UPGRADE PROGRAM : PROJECTS COMPLETED
Target
Result
Rating
85%
87%
Above Target
NEW CAPITAL CONSTRUCTION SITES ACQUIRED
Target
Result
Rating
7 New Embassy Construction (NEC) Sites. 10 NEC Sites Acquired. Above Target
NEW CAPITAL CONSTRUCTION PROJECTS AWARDED
Target
Result
Rating
9 Capital Projects Awarded. 13 Capital Projects Awarded. Significantly Above Target
MAJOR REHABILITATION PROJECTS PLACED INTO CONSTRUCTION
Target
Result
Rating
14 Major Rehabilitation Projects. 14 Major Rehabilitation Projects. On Target
MASTER REAL ESTATE PLAN: HST BUILDING AND FOREIGN AFFAIRS CONSOLIDATION
Target
Result
Rating
Phase I - internal demolition.
Old State internal demolition: 100% Complete; Foreign Affairs Consolidation: 85% Complete.
On Target
USUN CONSTRUCTION AT UN PLAZA
Target
Result
Rating
a) Relocate USUN staff to leased IOB space.
b) Work closely with GSA on 2002 NOB planning/construction milestones.
a) Interim space sought.
b) 98% of design-level work completed.
Slightly Below
CAPITAL IMPROVEMENT PLAN
Target
Result
Rating
Major projects completed based on funds available. First allotment received; 18 projects completed.
On Target
FACILITIES READINESS (BILLION BRITISH THERMAL UNITS - [ BBTU ]
Target
Result
Rating
302 BBTUs (5% reduction)
60 BBTUs (1% reduction)
Significantly Below Target

Annual Performance Goal 3
Adequate funding to achieve the Department's foreign policy and diplomatic readiness goals is founded on results-oriented budgeting, effective financial management systems and demonstrated financial accountability 12

12 This Annual Performance Goal collapses 2 previous goals: DR-IO-03 Obtain funding to achieve all of the Department's foreign policy and diplomatic readiness goals, effectively administering funds obtained, and DR-IO-04 Improved financial management with demonstrated financial accountability as evidenced by required financial documentation, through substantial compliance with legislative requirements, and by the implementation of better business practices and enhanced customer service.

SUMMARY OF KEY RESULTS AND IMPACT

The Department's FY 2002 and FY 2001 financial statements were issued timely and attained an "unqualified opinion," the best possible outcome for financial statements, which confirms the Department's progress toward improved financial performance and reporting. The Department's FY 2001 Accountability Report received the Association of Government Accountants' "Certificate of Excellence in Accountability Reporting."

All line items in the Department's FY 2001 budget request refer to goals in its FY 2001 Performance Plan, establishing linkage between plans and budgets, and paving the way for informed decision-making based on the program results attained.

In early FY 2002, the Department created a new Office of Strategic and Performance Planning (SPP) in the Bureau of Resource Management (RM). SPP brings centralized coordination and policy analysis to the Department's strategic, program, and performance planning activities. It has made improvements to the Department's Mission Performance Plan (MPP) process, the FY 2004 Annual Performance Plan, and the Performance Report, as reflected herein. SPP is also working to implement the President's Management Agenda initiative on Budget and Performance Integration.

In order to have an integrated, worldwide financial management system, the Department is modernizing its major corporate financial management systems, consolidating its financial operations, and adopting new technologies to improve and re-engineer its business processes. The Regional Financial Management System (RFMS) will replace legacy systems at regional financial service centers and will be the backbone of the overseas global accounting and disbursing system. It is comprised of a commercial off-the-shelf accounting system and a disbursing system developed by the Department. The Department's core accounting system, the Central Financial Management System (CFMS), will be converted to a modern, client-server system. The Department is also in the process of consolidating much of its financial operations from overseas locations and Washington, D.C. to its Charleston Financial Service Center.

[Text version of a photo: Outside view of Charleston Center; Bureau of Resource Management, U.S. Department of State photo. Caption reads: "Main entrance to the Charleston Financial Service Center."]

PERFORMANCE RESULTS BY INDICATOR AND TARGET

TIMELINESS OF BUDGETS AND FINANCIAL STATEMENTS
Target
Result
Rating
All OMB, passback and congressional submissions meet deadlines. FY 2003 budget submission was delivered late. Slightly Below Target
AUDIT OPINIONON PREVIOUS YEAR'S FINANCIAL STATEMENT
Target
Result
Rating
FY 2001 Statements issued on time with "unqualified" opinion. FY 2001 Statements issued on time with "unqualified" opinion. On Target
DEPARTMENT'S RESOURCES ALLOCATED BY GPRA PLAN GOALS
Target
Result
Rating
90% All line items in the Department's budget requests refer to the Department's goals. Above Target
STATUS OF JOINT PROGRAM PLANNING WITH NATIONAL SECURITY COMMUNITY
Target
Result
Rating
Department and partner USG agencies negotiate changes in programs and budget to improve efficiencies, performance and compatibility with strategic plans. Partnered with national security community to make improvements in interagency collaboration, budget data exchange, and IT program planning. On Target
STATUS OF ACCOUNTABILITY REPORT
(REF:GOVERNMENT MANAGEMENT REFORM ACT)
Target
Result
Rating
FY 2001 Accountability Report submitted March 2002, including Performance Plan data; Report should receive AGA "Certificate of Excellence in Accountability Reporting." FY 2001 Accountability Report submitted March 2002, including Performance Plan data; Report received AGA "Certificate of Excellence in Accountability Reporting." On Target
DEBT COLLECTIONS (COUNT)
Target
Result
Rating
3,870 debts 7,321 debts Significantly Above Target
DEBT COLLECTIONS (DOLLAR VALUE)
Target
Result
Rating
$18,368,024 $703,304,323 Significantly Above Target
CREDIT CARD PURCHASES OVERSEAS (COUNT)
Target
Result
Rating
36,000 transactions 42,000 transactions Significantly Above Target
CREDIT CARD PURCHASES OVERSEAS (DOLLAR VALUE)
Target
Result
Rating
$19,950,000 $21,450,000 Above Target
CREDIT CARD PURCHASES IN THE UNITED STATES (COUNT)
Target
Result
Rating
39,500 transactions 5 2,000 Significantly Above Target
CREDIT CARD PURCHASES IN THE UNITED STATES (DOLLAR VALUE)
Target
Result
Rating
$24,050,000 $31,264,000 Significantly Above Target
COLLECTIONS BY CREDIT CARD (DOLLAR VALUE)
Target
Result
Rating
$10,000,000 $25,000,000 Significantly Above Target
SECURITY ORIENTATION AND TRAINING
Target
Result
Rating
100% of all personnel trained. 100% of all personnel trained. On Target
STATUS OF POSTS ' USAGE OF DATA COLLECTED AND TRANSFERRED ON A REGIONAL BASIS TO SUPPORT BUDGET AND FINANCIAL FUNCTIONS
Target Result Rating
Data used for effective decision making. All posts incorporated ICASS information into their Mission Performance Plans (MPPs); ICASS data were basis for FY 2004 funding request. On Target
PERCENTAGE OF GRANT PAYMENTS PROVIDED ELECTRONICALLY
Target
Result
Rating
95% of grant payments to be made electronically. 95% of grant payments were made electronically. On Target

Annual Performance Goal 4
Better business practices and increased focus on customers ensure excellence in the provision of administrative and information services 13

13 This Annual Performance Goal renames the previous goal, DR-IO-05, Domestic and overseas Department of State employees, other USG employees, and public customers receive goods and services when needed.

SUMMARY OF KEY RESULTS AND IMPACT

The Department reduced the backlog of Freedom of Information Act (FOIA) requests by 14 percent in FY 2002. Delays in hiring and procurement resulted in performance short of target because the Department did not fully initiate needed hiring and procurement activity until the last quarter of FY 2002. Hiring continues in order to achieve full staffing.

The Department met its e-commerce target of seventy-five offices and posts using the Statebuy Interactive Platform to make purchases online, which resulted in a return on investment of $26 for each $1 spent.

One hundred and one of the Department's cars and two buses met energy-efficient vehicle goals pursuant to the Energy Policy Act of 1992 and Executive Order 13149, exceeding the target of ninety-five vehicles.

PERFORMANCE RESULTS BY INDICATOR AND TARGET

REDUCTION IN FOIA INFORMATION ACCESS STATUTORY BACKLOG
Target
Result
Rating
50% reduction
20% reduction
Slightly Below Target
LOGISTICS MANAGEMENT CUSTOMER SATISFACTION, CYCLE TIME, INTEGRATED LOGISTICS MANAGEMENT SYSTEM (ILMS) OPERATION PLAN AND IMPLEMENTATION
Target
Result
Rating
90% customer satisfaction rate. 20% cycle-time reduction. Initial ILMS (Providers) Implementation: June 2002. ILMS Implementation delayed until FY 2003. N/A
E-COMMERC E : NUMBER OF OFFICES AND POSTS ONLINE
Target
Result
Rating
75
75
On Target
SMALL , DISADVANTAGED BUSINESS UTILIZATION
Target
Result
Rating
Small, women-owned business 5% prime and subcontract (EO 13157 of May 2000). Two percent of domestic procurement dollars to disabled veterans (statutorily mandated). Three percent of domestic procurement dollars to firms located in Historically Underutilized Business (HUB) zones (statutorily mandated). FY 2002 data not yet available from the Small Business Administration. N/A
GENERAL SERVICES MANAGEMENT ALTERNATIVE FUEL VEHICLES ACQUISITION
Target
Result
Rating
Ninety-Five vehicles using alternative fuels. One hundred and one cars and two buses using alternative fuels. Above Target

PROGRAM EVALUATION AND MANAGEMENT CHALLENGES

One Program Evaluation was conducted in FY 2002 that pertained to this Strategic Goal:

  • Embassy Security Construction Project (OMB PART)

Detailed information on major findings, recommendations, and actions to be taken can be found in the FY 2002 Key Program Evaluations by Strategic Goal section of the Appendix.

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