Information Technology (IT) Support Consolidation. IT Consolidation centralizes domestic computer desktop support service in order to standardize systems and configurations, improve customer service and security, and contain costs. In 2009, the Department consolidated nine additional bureaus, bringing the percentage of bureaus consolidated to 76%, and the percentage of bureaus in the process of consolidation to 100%.
Overseas Posts Management Consolidation. In 2007, the Department and USAID began to consolidate administrative support services overseas to improve the efficiency and effectiveness of management operations. In 2008 and 2009, consolidation continued at additional posts. The Department and USAID are now planning consolidation activities at the remaining posts where both agencies are represented.
Greening Diplomacy Initiative (GDI). Launched by Secretary Clinton on Earth Day 2009, GDI incorporates greening and sustainability into the Department’s everyday operations. In recent years, Department domestic facilities received one Green Globes environmental certification from the Green Building Initiative, two Energy Star certifications from the Environmental Protection Agency and the Department of Energy, and one Leadership in Energy and Environmental Design (LEED) gold certification from the U.S. Green Building Council. Under a pilot recycling study in FY 2009, the Department recycled 24% of non-hazardous solid waste generated by six facilities in the Washington, DC area and about 80% in ten Northern Virginia sites. The Department regularly recycles about 75% of all construction debris generated during large renovation projects. By the end of FY 2009, the Department had 556 E85 flex-fuel vehicles (FFVs), 19 compressed natural gas vehicles, and 17 gasoline hybrid electric vehicles in the domestic fleet, as well as 146 FFVs in the overseas fleet. The Department launched a bicycle pilot program for State employees as an effort to reduce its carbon footprint. In FY 2010, future “greening” initiatives continue through a comprehensive sustainability study of the Department’s worldwide operations.
Collaborative Management Initiative (CMI). At Embassies and consulates abroad, the Department provides administrative support services both to itself and other USG agencies. In early 2009, the Department began implementing a world-wide platform (eServices) to improve its provision of 195 defined administrative services overseas. Personnel from all USG agencies abroad use eServices to electronically request administrative support services such as office repair/maintenance or procurement of supplies. Envisioned as a one-stop shop, eServices provides a universal look and feel to customers worldwide and automatically captures performance-related metrics to determine whether service performance standards are being met by the Department’s service providers. At the end of 2009, 53% of the Department’s Embassies and consulates were generating validated performance data from eServices and receiving feedback on the services they provide to their customers.
Human Resources Shared Services (HRSS). HRSS establishes a single, integrated human resources service delivery system throughout the Department to enhance customer service and reduce processing times and overall costs. In 2009, the Department integrated five additional bureaus and well over 3,000 employees into its shared services delivery model. It also launched an online searchable database of more than 1,600 HR-related items, receiving more than 6,000 visits in the first two months alone.
Rightsizing. Mandated by Congress, the Rightsizing Program ensures that each overseas mission maintains the minimum number of personnel with the right skills to carry out its strategic goals. In 2009, rightsizing reviews lowered five-year staffing projections by a total of 506 positions worldwide. This will result in an estimated annual cost savings of $105 million in personnel costs and $137 million in capital construction costs.
Fee-for-Service Acquisitions. Beginning in 2008, the Department’s Office of Acquisition Management became a fee-for-service provider. Under this working capital fund model, the office charges an internal fee to Department bureaus for the contracts and grants that it awards on their behalf. The Office of Acquisition Management uses these assessments to improve its service to the bureaus and re-align its work capacity to match evolving Department policy and program priorities. This new way of operating has allowed the Department to enhance its procurement capacity, provide better service, and increase strategic sourcing of supplies and services.
Strategic Sourcing Initiative. In FY 2009, the Department began participating in the General Services Administration’s Federal Strategic Sourcing Initiative Office Supply Program. This program has simplified the purchase of supplies for the Department’s offices in the United States; provided tangible benefits, such as facilitating the purchase of “green” office supplies; and is an effective cost cutting strategy.
American Recovery and Reinvestment Act (ARRA). The Department received $602 million in ARRA funds, of which $38 million was transferred to USAID. The Department will use ARRA funds to create and save jobs, repair and modernize domestic infrastructure crucial to the safety of American citizens, and expand consular services offered to American taxpayers. By the end of 2009, the Department had obligated 59% of its ARRA funds. The Department’s Office of the Inspector General (OIG) has planned nine audits to provide oversight of the ARRA funds.
As a first step in developing the President’s performance agenda, the White House Office of Management and Budget (OMB) requested agencies to identify a limited number of high priority performance goals (HPPGs). The Department and USAID have selected eight outcome-focused goals, listed below, that reflect the Secretary’s and Administrator’s highest priorities from now through FY 2011.