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Reorganization Plan and Report Submitted by President Clinton to the Congress on December 30, 1998, Pursuant to Section 1601 of the Foreign Affairs Reform and Restructuring Act of 1998, as Contained in Public Law 105-277

Reorganization Report

VII. Management Functions

B. Domestic Facilities

Current Responsibilities
State's Deputy Assistant Secretary for Operations (A/OPR) supervises four offices which exercise oversight for federally owned and leased domestic properties and provide support services for State's operations. They are responsible for domestic operations at 85 locations.

• The Office of Facilities Management (FM) conducts all buildings maintenance operations.

• The Office of General Services (GS) coordinates and provides support services for conference planning and diplomatic events, and manages the State's technical services unit, employee services center, diplomatic conference and reception rooms, authentications staff, and motor pool.

• The Office of Real Property Management (RPM) manages the Master Real Estate Plan for domestic real property including acquisition, and manages the assignment, design and fit-out of internal space.

• The Office of Projects Management (PM) oversees long-range planning and the implementation of major construction projects.

USIA has two units within its Bureau of Management/Office of Administration that provide similar services at 18 locations.

ACDA has a small General Services staff that provides administrative support and oversees facilities management at four locations.

Personnel
Currently State has a total of 132 full-time permanent positions that support domestic facilities and services.

USIA has 17 full-time permanent positions providing domestic facilities support.

ACDA' General Services staff has seven full-time permanent positions.

Key Issues Considered
A/OPR will assume, under the terms and conditions of existing leases, the management and operation of USIA real estate and building facilities, except those units being transferred to the BBG.

To the extent possible, USIA headquarters staff members being incorporated into State will be moved to existing State facilities, with the eventual goal of integrating most staff members in the Foggy Bottom area. Duplicate support facilities in other areas will also be consolidated as soon as possible. This consolidation will permit the cancellation of some leases.

Proposed Integration into State
USIA's domestic facilities and support staffs (17 full-time permanent positions) will transfer to A/OPR and consolidate with parallel offices in Facilities Management (A/OPR/FM), General Services (A/OPR/GS), Real Estate Management (A/OPR/RPM), or Projects Management (A/OPR/PM). ACDA's General Services staff (seven full-time permanent positions) will transfer to the Executive Office of the bureaus under the oversight of the Under Secretary for Arms Control and International Security Affairs (five) and the Bureau of Administration (two).

The number of facilities to be managed and the workload will remain the same for the time being, though facilities are already being reviewed to determine if and when they can be consolidated.

Positive Outcomes
A centralized domestic facilities program will realize efficiencies over time. Capable professional staffs will be combined and permit a greater depth of expertise. When the headquarters elements of three Foreign Service agencies are combined within the Foggy Bottom area and support elements are combined at appropriate locations, economies of scale will permit identification of facilities and support services that could be eliminated. The General Services Administration and vendors will also benefit by having a single point of contact within State.

C. EEO

Current Responsibilities
Government-wide Equal Employment Opportunity Commission regulations (29 C.F.R. 1614.102) govern EEO programs at State, ACDA, and USIA. Under each agency program, the EEO Director, when authorized by the head of agency, makes changes in procedures in order to eliminate discriminatory practices and to improve the agency's program for equal employment opportunity. The EEO Director also processes complaints of discrimination and recommends such corrective measures as may be necessary.

Personnel
State's Office of Equal Opportunity and Civil Rights (S/EEOCR) has a total of 17 full-time permanent positions.

At USIA 12 full-time permanent positions are assigned to the Office of Civil Rights.

ACDA has one full-time permanent position located in the Director's Office.

Key Issues Considered
High-Level Attention -- Reporting relationships differ among the organizations. At USIA, the Director of Civil Rights for EEO reports directly to the head of the Agency. At ACDA, the EEO manager reports directly to the ACDA Deputy Director. At State, the Deputy Assistant Secretary of S/EEOCR reports to the Deputy Secretary on questions of policy, but as a practical matter works closely with the Under Secretary for Management on day-to-day operations.

Proposed Integration into State
EEO programs will remain a vital element of State's management priorities and the new structure will consolidate existing USIA, ACDA, and State program personnel. The Director of the office, who will operate at the level of Assistant Secretary, will continue to receive routine guidance and support from the Under Secretary for Management, but will also continue to report to the Secretary and have access on any EEO concerns. Six of USIA's positions and the ACDA position will transfer to State. The other six USIA positions will transfer to the BBG.

Positive Outcomes
As a result of a consolidated, experienced staff, several underdeveloped programs like EEO Counseling, Alternative Dispute Resolution, Disability, and Civil Rights Compliance programs will be enhanced. The integration of new staff from USIA and ACDA will also increase S/EEOCR's ability to be more responsive to the State's employees at various posts and missions abroad. Addressing Foreign Service issues has been a problem for EEO offices in the past, but because the new structure will assign three Foreign Service Officers to EEOCR, the office will be able to deal more effectively with workplace issues unique to the Foreign Service.

D. Grants

Current Responsibilities
USIA and, in select circumstances, State make grants (transfers of money to nongovernmental entities) to accomplish public purposes. Grant authorities, procedures, and limitations are determined by statute, and differ from program to program. USIA grants functions are focused on Fulbright, Expert Speakers, and International Visitor programs.

Personnel
In State, the Bureau of Administration's Office of the Procurement Executive establishes and oversees grants policy and the Office of Logistics Management handles grants execution. State does not identify personnel resources separately for grants because of the small volume involved.

In USIA, the Grants Division in the Office of the Agency Procurement Executive has ten full-time permanent positions. There is also a grants management division of three full-time permanent positions in the Office of the Executive Director of the Bureau of Educational and Cultural Affairs.

ACDA has no full-time personnel associated with this function.

Key Issues Considered
Authority -- The appropriate focus of grants authority, with respect to centralization or decentralization, is to balance the need to place grant office authority close to the program office familiar with the program requirements and limits, while providing central expertise, policy, and oversight.

Overseas -- Recognizing that the effectiveness of the public diplomacy mission depends on the flexibility of Public Affairs Officers overseas to issue grants, the consolidated State structure will retain the current practice.

Proposed Integration into State
The establishment of State-wide policy will remain in the Office of the Procurement Executive and grants execution will be located in the Office of Logistics Management. A unit of nine, specializing in public diplomacy exchanges, will be located in the Bureau of Information Programs and International Exchanges. One position will transfer to the BBG.

Positive Outcomes
There will be compliance with good management practices and grants law and regulation, and maintenance of current program flexibility essential to accomplish the mission.

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