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Strategic Plan for International Affairs

Contents

Summary and Introduction

International Affairs Strategic Overview

State Department Overview

State Department Values

Mission Statement

U.S. National Interests and Strategic Goals

• National Security
• Economic Prosperity
• American Citizens and Border Security
• Law Enforcement
• Democracy
• Humanitarian Assistance
• Global Issues

Diplomatic Readiness

• Human Resources
• Information
• Infrastructure and Operations

Relation Between Strategic Goals and Annual Performance Goals

Program Evaluations

Glossary

This Strategic Plan articulates the fundamental national interests of the United States in terms of long-range goals to create a more secure, prosperous, and democratic world for the American people. The Plan is intended as an overarching framework for the international affairs goals of the executive agencies of the United States Government, under the foreign policy direction of the President and the Secretary of State. This version outlines the roles and mission of the Department of State.

The Mission Statement defines core U.S. values and priority interests, establishing strategic goals for national security, economic prosperity, protection of American citizens and border security, law enforcement, democracy, humanitarian assistance, environment, population, and health. The Strategic Overview outlines trends that have a major, global impact on U.S. foreign policy, and identifies the means by which the United States pursues its objectives. The Department of State Overview identifies the core functions and values of State as the lead institution for the conduct of American diplomacy.

The 16 International Affairs strategic goals are long-term, with a time frame of five years-plus. Targets are specific where possible. A set of strategies is presented for achieving each goal, along with assumptions about potentially critical external factors and indicators that can be used to measure progress.

The role of the State Department is defined for each of the goals and the strategies associated with them. Lead agencies and responsible State bureaus are also identified.

Foreign policy leadership from the White House is assumed, along with participation of the National Security Council and the National Economic Council, in setting and carrying out all International Affairs goals. Overseas missions are central to the achievement of all goals. In general, State personal assigned abroad carry out core functions, such as reporting, representation, border security and citizen services, and administrative support. Specific roles for State representatives overseas with regard to each goal will be defined as part of a subsequent mission-based exercise.

The Diplomatic Readiness section of the Strategic Plan includes an Overview and establishes goals for the human resources, information resources management, and infrastructure and operations of the State Department, particularly as they apply to management of the U.S.G. presence overseas.

The Strategic Plan for International Affairs is a guide to help clarify U.S. foreign policy goals, coordinate the roles and missions of U.S.G. agencies, improve the linkage of resources to policy, and justify those resources to Congress and the public. This document is the product of consultations among the foreign affairs agencies, and complements their own mission-specific plans.

Changes in the world at the end of the 20th Century make this a time of profound choice for the United States. The foreign policy goals of creating a more secure, prosperous, and democratic world for the benefit of the American people remain fundamental. However, deep and lasting changes to the global landscape, such as new technologies, increasing population, and economic and geopolitical transformations, have strategic implications for the United States' international leadership.

Defined by reference to the past, the post-Cold War era has as its most significant attribute the absence of any immediate, vital threat to national security. The demise of the Soviet Union has left the United States as the preeminent world power and invested it with unparalleled leadership responsibilities. But the end of superpower competition also eliminated the unifying strategy for U.S. foreign policy. Now, in addition to regional security issues, an array of threats -- weapons proliferation, terrorism, ethnic and religious conflict, organized crime, drug trafficking, environmental degradation -- challenges U.S. interests and blurs the traditional dividing lines between domestic and foreign affairs.

Successful U.S. foreign policy depends on recognition of the conditions that are likely to prevail in this new and evolving international context. Five strategic assumptions about long-term global trends are an essential starting point for determining where, when, and how the United States is to engage in the world:

• Rather than a single overriding challenge, multiple conflicts, crises, and threats -- many of them transnational -- will continue to emerge and may increase in frequency. While these may be small or localized in nature, they will frequently have potential for wider impact. These challenges will require determination, resources, and time to resolve.
  
• New technologies, the information revolution, and economic growth have increased the rate of global change, accelerated communications, and diminished the importance of time and distance. As a result, the world is more interdependent, while the consequences of political, social, economic, and military developments are more interrelated.
  
• Global problems, especially those related to the environment, population, and disease, will have ever greater impact. These problems demand international attention, and solutions must take implications for future generations and the integrity of the planet into account.
  
• Relations between nation-states remain central to the conduct of international affairs. However, peaceful, multilateral communication and cooperation will prove increasingly feasible and effective to prevent crises, resolve problems, build trust, and advance common interests.
  
• The international trend in favor of democracy will continue, but democratic practices will vary among states and will be subject to countervailing influences and interests.

A clear understanding and articulation of foreign policy goals must be based on recognizing how these five trends affect the United States' conduct of its international relations. Security, political, economic, and global priorities are not uniformly fixed, but vary with time and circumstance, are interlinked, and often involve difficult tradeoffs.

Diplomacy is America's first line of defense. Sustained military strength and flexibility are necessary to assure national security, but the conduct of U.S. relations with the rest of the world through an effective international presence and discerning leadership is what makes the United States a force for peace. Relatively small investments in diplomacy and sustainable development now to prevent conflict, create the conditions for economic growth, promote democracy, enhance communication, and protect the environment decrease the possibilities of much more costly conflict later and help ensure the prosperity and well-being of the American people.

International issues affect every American. In pursuing its international objectives, the United States must take into account the multiple and often competing intentions and interests of other governments and organizations, public opinion, Congress, and other U.S. agencies, as well as resource constraints. Direct interaction and communication with foreign and domestic non-governmental organizations and publics is an increasingly essential responsibility.

Protecting national interests and advancing U.S. goals involve virtually every agency of the U.S. Government and require a set of strategic assets:

• Expert diplomacy, a strong military, and effective intelligence, working in coordination to maintain national security;
  
• Fundamental capabilities to carry out international affairs missions in public diplomacy, sustainable development, and arms control;
  
• Full participation by domestic and specialized U.S. agencies in those aspects of international affairs that pertain to their particular scopes of authority and expertise;
  
• Programs in sustainable development, military cooperation, peacekeeping, law enforcement, finance, international information, academic and cultural exchange, and other fields to provide the means necessary to address problems and achieve objectives; and
  
• Diplomatic readiness consisting of the human resources, infrastructure and operations, and information resources management necessary for a strong U.S. international presence.

In order for the United States to fulfill its foreign policy goals with lasting effect, these assets must have the capability for worldwide deployment, be well-coordinated, be stable enough to pursue long-term objectives, be flexible enough to prevent and mitigate emerging crises, obtain sufficient resources to meet established objectives, and have the support of the American people.

U.S. diplomacy is an instrument of power, essential for maintaining effective international relationships and a principal means through which the United States defends its interests, responds to crises, and achieves its international goals. The Department of State is the lead institution for the conduct of American diplomacy, a mission based on the role of the Secretary of State as the President's principal foreign policy advisor.

In order to carry out United States foreign policy at home and abroad, the Department of State:

• Exercises policy leadership, broad interagency coordination, and management of resource allocation for the conduct of foreign relations;
  
• Leads representation of the United States overseas, advocates U.S. policies before foreign governments and international organizations, supports official visits and other diplomatic missions;
  
• Conducts negotiations, concludes agreements, and supports U.S. participation in international negotiations of all types;
  
• Coordinates and manages the U.S.G. response to international crises of all types;
  
• Carries out public affairs and public diplomacy;
  
• Reports on and analyzes international issues of importance to the U.S. Government;
  
• Assists U.S. business;
  
• Protects and assists American citizens living or traveling abroad;
  
• Adjudicates immigrant and non-immigrant visas to enhance U.S. border security;
  
• Manages those International Affairs programs and operations for which State has statutory responsibility; and
  
• Guarantees the diplomatic readiness of the U.S. Government.

Most of the time, State personnel in the United States and abroad carry out these core diplomatic activities in pursuit of specific goals. Some ongoing responsibilities are essential to the conduct of effective international relations and contribute to all international affairs goals, for example maintaining contacts and access overseas, or supporting official visits. Similarly, State's management functions provide the foundation of support essential for maintaining U.S. diplomatic readiness around the world.

At posts overseas, the Ambassador reports to the President through the Secretary of State, and as Chief of Mission has authority over all U.S. executive branch personnel, except for those under the command of a U.S. area military commander. The Country Team, under the leadership of the Chief of Mission, is the principal coordinating body for all U.S.G. agencies represented at overseas missions. As the lead agency abroad, State manages U.S. Embassies, Consulates, and other diplomatic posts, and supports the international activities of the rest of the U.S. Government.

Foreign affairs today has many dimensions in addition to national security, trade, and other traditional concerns. The intersection of domestic and foreign issues has expanded to affect every American and involve virtually the entire U.S. Government. Foreign policy must take account of foreign affairs legislation, public opinion, and the interests of Congress and special constituencies. The number of nation-states, international organizations, and other involved parties -- each with their own interests and objectives -- has multiplied. As a result, international affairs have become very complex, and successful diplomacy requires careful application of influence, persuasion, and negotiation, the particular strengths of the Department of State.

As these demands continue to grow, State needs to ensure the most effective utilization of resources, by clearly defining priorities, matching resources to them, and allowing the cessation of low priority or non-critical activities.

The men and women of the Department of State, at home and overseas, have a distinct responsibility to represent and advocate the interests and people of the United States in the rest of the world. The International Affairs Mission Statement is the map of what we aim to accomplish; this Values Statement articulates the guiding principles for us as individuals and as an institution.

• Impact: Our work significantly advances the interests of the American people at home and abroad.
  
• Expertise: Language and cultural skills, area expertise, management ability, and international experience are critical to our role as the lead U.S.G. agency overseas; our skills help others representing the United States do their jobs more effectively.
  
• Discipline: We faithfully execute policy regardless of personal views; members of the Foreign Service are ready to serve worldwide as needed.
  
• Dissent: The constructive, thoughtful expression of divergent views strengthens the formulation and execution of foreign policy.
  
• Diversity: We strive for a merit-based workforce that is excellent, reflective of the American people, and confident that solid, mission-related performance is rewarded.
  
• Partnership: Our effectiveness as an institution is heightened by the unique mix of skills and experiences that our Civil Service, Foreign Service, and foreign national colleagues bring to the workplace.
  
• Commitment: We are dedicated to America's leadership in the world and to the effective conduct of international relations; we take the long-term view that comes with a career, not merely a job.
  
  

The purpose of United States foreign policy is to create a more secure, prosperous and democratic world for the benefit of the American people. In an increasingly interdependent and rapidly changing world, international events affect every American. Successful U.S. international leadership is essential to security at home, better jobs and a higher standard of living, a healthier environment, and safe travel and conduct of business abroad.

Under the direction of the President and the Secretary of State, the United States conducts relations with foreign governments, international organizations, and others to pursue U.S. national interests and promote American values. The goals of United States foreign policy are to:

• Secure peace, deter aggression, prevent and defuse and manage crises, halt the proliferation of weapons of mass destruction, and advance arms control and disarmament;
  
• Expand exports, open markets, assist American business, foster economic growth and promote sustainable development;
  
• Protect American citizens abroad and safeguard the borders of the United States;
  
• Combat international terrorism, crime, and narcotics trafficking;
  
• Support the establishment and consolidation of democracies, and uphold human rights;
  
• Provide humanitarian assistance to victims of crisis and disaster; and
  
• Improve the global environment, stabilize world population growth, and protect human health.

To advance the interests of the nation and the American people through foreign affairs leadership, the U.S. Government requires a strong international presence; a highly qualified, motivated, and diverse Civil and Foreign Service serving at home and abroad; extensive communication with the public, both foreign and domestic; and the political, military and economic means to carry out the nation's foreign policies.

National Security:

• Ensure that local and regional instabilities do not threaten the security and well-being of the United States or its allies.
• Eliminate the threat to the United States and its allies from weapons of mass destruction or destabilizing conventional arms.

Economic Prosperity:

• Open foreign markets to free the flow of goods, services, and capital.
• Expand U.S. exports to $1.2 trillion by 2000.
• Increase global economic growth.
• Promote broad-based growth in developing and transitional economies.

American Citizens and U.S. Borders:

• Enhance the ability of American citizens to live and travel abroad securely.
• Control how immigrants and non-immigrants enter and remain in the United States.

Law Enforcement:

• Minimize the impact of international crime on the United States and its citizens.
• Significantly reduce from 1997 levels the entry of illegal drugs into the United States.
• Reduce international terrorist attacks, especially on the United States and its citizens.

Democracy:

• Increase foreign government adherence to democratic practices and respect for human rights.

Humanitarian Assistance:

• Prevent or minimize the human costs of conflict and natural disasters.

Global Issues:

• Secure a sustainable global environment in order to protect the United States and its citizens from the effects of international environmental degradation.
• Early stabilization of the world's population.
• Protect human health and reduce the spread of infectious diseases.
  
  

GOAL: Ensure that local and regional instabilities do not threaten the security and well-being of the United States or its allies.

U.S. national security, based on diplomatic leadership, a strong military, and effective intelligence, is a prerequisite to achieving all other U.S. international goals. Traditional defensive alliances and state-to-state relations remain priorities. However, defense of U.S. interests may compel action to prevent, manage, and resolve ethnic conflicts, territorial disputes, civil wars, and destabilizing humanitarian disasters anywhere on the globe. A collective response can be less costly and more effective, but the United States must be prepared to act unilaterally if necessary.

The Department of State coordinates interagency policy for national security issues, and carries out diplomatic and foreign affairs activities that put policy into practice. State manages alliance defense cooperation relationships, and coordinates interagency policy on peacekeeping operations.

STRATEGIES:

• Maintain effective working relationships with leading regional states through vigorous diplomacy, backed by strong U.S. and allied military capability to react to regional contingencies.

Lead Agencies: State, DOD. State provides policy coordination and the diplomatic framework for overall bilateral contacts, including in specialized areas like base access and agreements on use of forces in regional contingencies. (T, Regional Bureaus)

• Use defense cooperation, including alliances, military assistance, military-to-military cooperation, defense trade controls, and arms sales, to develop stable bilateral and multilateral security relations and to help prevent, manage, and defuse regional tensions.

Lead Agencies: State, DOD. State manages alliances, develops policies on trade control and arms sales, and allocates security assistance. (T, Regional Bureaus)

• Prevent and resolve crises, impose sanctions against violators of international norms of behavior, and promote cooperation to decrease the potential for conflict by engaging selectively with the range of U.S. resources from diplomacy to military intervention.

Lead Agencies: State, DOD. State plays a central role in diplomacy and crisis management, serving as a nerve center for the U.S. Government, and leading diplomatic and humanitarian activities, and protection of American citizens. (S/S-O, T, CA, Regional Bureaus, IO, PRM)

• Improve the effectiveness of international peacekeeping, to include establishing the means for flexible, graduated crisis response by regional and multilateral organizations. Pay U.S. arrears to the UN.

Lead Agency: State. Although this effort must be supported by suitable military forces and arrangements, State has primary responsibility for policy and resources regarding international organizations. (T, IO, Regional Bureaus, H, FMP)

• Build a national consensus on U.S. participation in international peacekeeping and crisis management, while developing a more systematic and structured approach for the U.S. Government.

• Achieve a ban on anti-personnel landmines consistent with U.S. national security interests and those of its allies.

Lead Agencies: State, DOD. State conducts public diplomacy and works with Congress. (PA, T, Regional Bureaus, IO, H)

ASSUMPTIONS:

• Multiple threats of a generally localized nature will continue to involve U.S. interests.

• Primary regional security priorities in the post-Soviet era will remain Europe, along with East Asia and the Middle East.

• Preventive diplomacy and conflict resolution can keep local and regional conflicts from directly threatening U.S. security.

• Addressing the underlying causes of conflict by promoting democracy, successful transitions, and sustainable development contributes to a more stable world and reduces threats to U.S. interests.

• The President will put U.S. forces under foreign operational control only in circumstances where he retains ultimate command.

INDICATORS:

• Regional stability / effective working relations maintained.
  
• Crises prevented, defused or solved.
  
• Effectiveness of the UN peacekeeping structure.
  
• Effectiveness of U.S. crisis management capabilities.
  
• Assessment of threats to the United States.
  
  

GOAL: Eliminate the threat to the United States and its allies from weapons of mass destruction (WMD) or destabilizing conventional arms.

The most direct and serious threat to U.S. security is the possibility of conflict involving weapons of mass destruction (WMD). The United States and most nations, both those that possess WMD and those that do not, value the constraint provided by arms control treaty regimes. Of greatest concern are the threshold states and terrorists that seek to acquire WMD. Unbridled acquisition of conventional arms can similarly threaten U.S. interests by destabilizing regional relations.

State has lead responsibility for nonproliferation policy, and coordinates implementation of that policy regarding individual countries, such as China, and multilateral arrangements such as the Missile Technology Control Regime.

STRATEGIES:

• Prevent the proliferation of weapons of mass destruction (WMD) and their delivery systems: Reduce incentives to develop such weapons, support and strengthen nonproliferation norms and regimes, take action against violators, control trade in related technologies, and secure excess fissile material from diversion. Where WMD and delivery systems exist outside constraining treaty regimes, limit their destabilizing effects. Address the flow of scientists and intellectuals to states seeking to acquire these weapons.

Lead Agencies: State, DOE, DOD. State leads interagency policy formulation and execution and develops overall nonproliferation policy on nuclear, biological, chemical, and missile proliferation. State leads efforts on nonproliferation regimes and sanctions. Key elements of nonproliferation policies vary from case to case, requiring State to call on a broad spectrum of economic, law enforcement, military, and intelligence agencies for support. State coordinates interagency efforts to help other countries to improve their export control systems. (T, Regional Bureaus, IO, L, INR)

• Advance arms control and disarmament processes to reduce nuclear weapons and delivery systems, cap production of weapons-usable fissile material, eliminate biological and chemical weapon threats, achieve an appropriate mix of strategic offensive and defensive forces, apply global controls to inhumane and indiscriminate conventional weapons, promote defense industry conversion to non-military use, and assist in improving the safety of Soviet-designed nuclear reactors.

Lead Agencies: State, DOD, DOE. State participates in and at times leads interagency policy formulation and execution processes. Through the Nuclear Risk Reduction Center, State is responsible for the exchange of notifications under the terms of certain treaties. State has statutory responsibility for coordinating international science and technology activities of federal agencies. (T, Regional Bureaus, IO, S/NIS, OES, L)

• Develop effective treaty verification regimes, verify compliance, and collect, analyze, and disseminate information, including intelligence on conventional forces, WMD programs and delivery systems, and efforts to acquire them.

Lead Agencies: State, DOD, DOE, CIA. State leads interagency policy formulation and execution for verifying our treaty partners' compliance and participates with DOE in the review of U.S. compliance. With DOD and DOE, State leads efforts to coordinate U.S.G. research and development of technologies related to arms control and nonproliferation. State participates in Intelligence Community deliberations, leads interagency efforts to use intelligence to achieve U.S. nonproliferation, arms control, and disarmament objectives, and conducts research and analysis to support these objectives. (T, Regional Bureaus, INR)

• Promote regional arms control measures to enhance transparency and confidence, and limit or reduce excessive or destabilizing conventional forces. Use U.S. export controls and other laws and international agreements to control trade in conventional arms and military technology.

Lead Agencies: State, Commerce. State leads interagency policy formulation and execution and develops regional policies to reduce the risk of conventional conflict, promote confidence between states, and eliminate potential for WMD proliferation. State leads interagency policy formulation on arms export policy. Coordinating with other agencies, State issues munitions licenses pursuant to the provisions of the International Traffic in Arms Regulations and the Arms Export Control Act. With advice from State, Commerce issues licenses pursuant to the provision of the Export Administration Act. State implements sanctions on transfers of conventional arms and leads U.S. participation in the Wassenaar Agreement. (T, EB, Regional Bureaus)

ASSUMPTIONS:

• When the United States cannot fully deny hostile states WMD technologies, it can retard the rate at which advanced technologies appear in their arsenals or deter their use.

• Arms control treaties have become increasingly complex and their requirements more intrusive. Negotiation and implementation require high expertise and long-term commitments to implementation and compliance.

INDICATORS:

• Treaties signed / implemented / ratified, negotiations started, and dialogues opened.
  
• Status of regional arms races.
  
• Progress in securing or disposing of excess fissile material.
  
• Progress in controlling development, production and acquisition of stocks of WMD/Missiles.
  
• Compliance systematically monitored.
  
• Verification issues resolved, treaties modified.
  
• Public opinion of U.S. policy.
  
  

GOAL: Open foreign markets to free the flow of goods, services, and capital.

The successful completion of the Uruguay Round and the establishment of the World Trade Organization (WTO) strengthened the multilateral trade regime and will open important new markets for U.S. trade and investment. But the U.S. Government must still ensure that WTO rules are enforced and that the follow-on agreements to the Uruguay Round are successfully concluded and implemented. Regional agreements will also continue to play an important role in opening markets. With the decline in tariffs and more traditional non-tariff barriers, international trade negotiations will need to focus more on new areas such as investment, corruption, technical standards, labor standards, and the environment.

The Department of State integrates economic and commercial priorities into the policy framework developed for geographic regions and countries within each region. State advances U.S. interests in regional fora, such as APEC and the Summit of the Americas, designed to foster economic prosperity and economic dialogue between member countries. State supports Embassy Country Teams, which lead the effort to promote U.S. economic and commercial interests abroad.

STRATEGIES:

• Enforce rules and agreements toidentify, eliminate, or reduce foreign trade barriers.

Lead Agencies: State, USTR, and Commerce. State enforces trade agreements through the daily activities of missions overseas and offices in EB and Regional Bureaus. (EB, Regional Bureaus)

• Expand scope of regional and multilateral trade and investment arrangements involving the United States.

Lead Agencies: State and USTR. State has co-lead on negotiation of bilateral investment treaties (BITs) and on negotiations within the OECD on the Multilateral Agreement on Investment (MAI). (EB, L, Regional Bureaus)

• Extend international rules and agreements to new areas such as services, corruption, and core labor standards.

Lead Agencies: State, USTR and Treasury. EB leads negotiations within the OECD on corruption with support from Regional Bureaus and L. (EB, L, Regional Bureaus)

• Integrate emerging economic powers into the world trading system through expanded WTO membership on a commercially meaningful basis.

Lead Agencies: State and USTR. EB and Regional Bureaus are involved in interagency working groups and delegations involved in WTO accession process. (EB, L, Regional Bureaus)

• Achieve full implementation of Uruguay Round agreements.

Lead Agency: USTR. EB compiles annual trade act report and participates in interagency groups. (EB)

• Promote more open markets for all goods and services in developing and transition economies.

Lead Agencies: Treasury and AID. EB and S/NIS participate in interagency working groups and discussions with international financial institutions. (EB, S/NIS)

• Obtain Congressional renewal of trade agreement authority, including Fast Track.

Lead Agencies: USTR and OMB. EB and Regional Bureaus participate in interagency efforts, H supports the Administration's legislative strategy with Congress, and PA directs State's public affairs strategy. (EB, Regional Bureaus, H, PA)

• Conclude further "Open Skies" Civil Aviation agreements.

Lead Agencies: State and Transportation. State heads interagency teams negotiating "Open Skies" and other civil aviation agreements. (EB, L, Regional Bureaus)

• Combat foreign corrupt business practices.

Lead Agency: State. State directs U.S.G. participation in OECD working group on bribery. (EB, L, USOECD)

• Undertake science and technology agreements, sponsor commissions, and develop international public and private sector cooperation; mobilize resources to devise productive applications of scientific research; increase trade and investment through improvement in Intellectual Property Rights and other measures; promote business opportunities.

Lead Agencies: Commerce, DOE, State. State has statutory responsibility for coordinating the international science and technology activities of federal agencies. (EB, OES, PA)

ASSUMPTIONS:

• Major U.S. trading partners will usually share the goal of strengthening multilateral and regional trade initiatives.

INDICATORS:

• Completion of specific Uruguay Round follow-on agreements, starting with Basic Telecoms and Financial Services.
  
• Successful use of WTO dispute mechanisms to eliminate foreign trade barriers.
  
• Conclusion of OECD MAI and additional Bilateral Investment and Tax Treaties.
  
• Share of world trade accounted for by WTO members.
  
• Agreement on and implementation of anti-bribery initiatives.
  
• Conclusion of Open Skies agreements.
  
  

GOAL: Expand U.S. exports to $1.2 trillion by 2000.

As the world economy becomes more globalized, trade will be increasingly important to the domestic economy and U.S. well-being, particularly in the high technology sectors of the U.S. economy. The 1996 National Export Strategy sets a goal of expanding U.S. exports of goods and services from $800 billion in 1995 to $1.2 trillion by 2000.

STRATEGIES:

• Focus U.S. Government advocacy, finance, public diplomacy, and other export promotion efforts on fast-growing, emerging markets (Mexico, Brazil, China, Indonesia, Thailand, Malaysia, Taiwan, Korea, India, Turkey, South Africa).

Lead Agencies: State, Commerce and Exim Bank. State supports the interagency export promotion team at overseas missions. EB participates in interagency deliberations on country credit risk ratings and on financial aspects of export promotion. EB and Regional Bureaus work closely with the Exim Bank to support its export finance activities. (EB, E/CBA, Regional Bureaus)

• Maintain export promotion efforts in non-traditional and other markets worldwide as opportunities arise.

Lead Agencies: State, Commerce and Exim Bank. EB and Regional Bureaus work closely with Commerce and Exim Bank to support U.S. export promotion activities. State supports the interagency export promotion team at overseas missions. (EB, E/CBA, Regional Bureaus)

• Increase domestic awareness of trade opportunities by reaching out to small and medium-sized firms, and through public outreach strategies.

Lead Agencies: Commerce, State. E/CBA with EB and Regional Bureau support, maintains extensive contacts with U.S. business and PA oversees public affairs programs as State's "America Desk." (EB, E/CBA, Regional Bureaus, PA)

• Support American foreign direct investment as a means of increasing U.S. exports.

Lead Agencies: State and USTR. State supports U.S. investors through negotiation and monitoring of investment agreements. EB, E/CBA, and overseas missions provide guidance to potential investors and to resolve investment disputes. (EB, E/CBA, Regional Bureaus)

ASSUMPTIONS:

• Annual world economic growth will remain at about three percent.
  
• The value of world trade will expand faster than world economic growth.
  
• U.S.G. support and advocacy for U.S. business will remain essential to export success.
  
• Productivity will remain close to its current level.
  
• Exchange rate changes will not harm global U.S. export levels.
  
• U.S. domestic policy will promote sound economic growth and maintain U.S. competitiveness in world markets.

INDICATORS:

• Overall levels of U.S. exports of goods and services.
  
• Levels of exports to the fastest growing economies.
  
• Levels of U.S. investment abroad.
  
  

GOAL: Increase global economic growth.

Global macroeconomic conditions will have an increasing impact on the ability of the United States to sustain stable economic growth with low inflation and unemployment. U.S. export, income and employment levels will benefit from faster growth worldwide.

STRATEGIES:

• Encourage other countries to adopt macroeconomic, trade, investment, exchange rate, legal, and regulatory policies designed to support economic growth.

Lead Agencies: Treasury, State, USTR. State provides policy leadership in encouraging economic liberalization. EB supports Treasury efforts in Washington. (EB, E/CBA, Regional Bureaus)

• Strengthen international financial institutions to maintain global and regional financial stability.

Lead Agency: Treasury. State works with Treasury to ensure that international financial institutions make effective use of U.S. contributions. (EB)

• Use international financial institutions to further U.S. foreign policy objectives.
  
• Pay arrears to international financial institutions in order to preserve U.S. leadership and influence.

Lead Agencies: State, Treasury. EB and Regional Bureaus provide foreign policy guidance on the programs of international financial institutions. (EB, Regional Bureaus)

• Facilitate private international financial flows, especially to transition and developing economies.

Lead Agency: Treasury. State provides support through reporting on foreign economic conditions and advocacy on behalf of the U.S. private sector. (EB)

• Develop better advance warning mechanisms to avoid financial crises in emerging markets.

Lead Agencies: Treasury and AID. EB and Regional Bureaus provide analytical support and policy guidelines to Treasury and AID. (EB, Regional Bureaus.)

ASSUMPTIONS:

• There will not be any severe shocks, such as the energy crisis of the 1970s, that might slow global economic growth.

• Globalization and economic interdependence will continue to increase.

• There will be increased public awareness of foreign investment opportunities.

INDICATORS:

• Economic growth rates in developed, transitional, and developing economies.

• Levels of capital inflows to key transitional and developing countries.

• Incidence of financial crisis and economic stability.
  
  

GOAL: Promote broad-based economic growth in developing and transitional economies.

Americans benefit as the economies of transitional and developing nations expand and their markets open. Economic growth in these countries will reduce poverty and provide economic opportunity. This will contribute to political stability and international cooperation, and will ameliorate global problems such as high population growth, the spread of infectious diseases, and environmental degradation.

The Department of State, both in Washington and at overseas missions, works with AID, Treasury, and the multilateral development institutions to support and encourage economic growth in developing and transitional countries.

STRATEGIES:

• Promote transitions from socialist to market-based economies throughout the world.

Lead Agencies: AID, State, Treasury. State works with other U.S.G. agencies to ensure that bilateral and multilateral development assistance to transition countries is effective, appropriate, and an integral component consistent with overall policy priorities. (S/NIS, EB, IO, Regional Bureaus)

• Strengthen markets in transitional and developing nations by supporting policy and institutional reforms, and financial market development.

Lead Agencies: AID, State, Treasury. State provides foreign policy guidance to implementing agencies. (S/NIS, EB, Regional Bureaus)

• Support nations taking action to improve food security.

Lead Agencies: AID, Agriculture, State, Treasury. State ensures that bilateral and multilateral assistance is used effectively consistent with overall policy priorities and coordinates U.S.G. follow-on to the Rome Food Security Summit. (G, IO, EB, Regional Bureaus)

• Increase economic opportunities for the poor, including programs that support micro- and small-enterprise development.

Lead Agencies: AID, State, Treasury. State works with AID on the bilateral side and Treasury on the multilateral side to develop and support programs designed to assist the poor. (IO, EB, Regional Bureaus)

• Support and encourage expanded investments in exchanges, training, education and other human resource development.

Lead Agencies: AID, State, Treasury. State works with other agencies to ensure that human resource development and education are supported in bilateral and multilateral assistance programs. (IO, EB, Regional Bureaus)

• Collaborate with other nations and multilateral organizations providing assistance to developing and transition nations in support of transformation to market-oriented democracies.

Lead Agencies: AID, State, Treasury. State participates in bilateral and multilateral consultations to coordinate development assistance with other nations and multilateral organizations. (EB, IO, Regional Bureaus)

ASSUMPTIONS:

• Developing and transition countries must take responsibility for creating the domestic conditions conducive to economic growth.

• Enhanced global economic conditions will facilitate growth in the transition and developing nations.

INDICATORS:

• Annual growth rates of developing and transitional nations.

• Per capita GDP.

• Literacy rates.

• Life expectancy.
  
  

GOAL: Enhance the ability of American citizens to live and travel abroad securely.

Americans will continue to travel and reside abroad in large numbers. When they encounter emergencies they cannot handle on their own (for example, political unrest, natural disasters, accidents, terrorist attacks, crime, illness, or legal problems), they turn to the network of U.S. diplomatic and consular posts for help and protection. The United States cannot prevent the difficult and often tragic situations that arise. It can, however, help ensure that its citizens receive assistance and protection.

The Department of State assists Americans who travel and reside abroad by providing a wide variety of consular services as well as citizenship and identity documentation such as passports and reports of birth abroad. When U.S. citizens encounter emergencies, such as political unrest, natural disasters, accidents, terrorist attacks, crime, illness or legal problems, State officers help ensure that they receive assistance and protection.

STRATEGIES:

• Meet rising passport demand and maintain integrity of the system through enhanced use of technology, financed through fee-for-service.

Lead Agency: State. CA is: upgrading automated systems, fine-tuning internal workload balance; developing a back-up namecheck system to eliminate downtime delays; installing Appointments Scheduler hardware and software and customer numbering systems where necessary; and introducing photodigitization to improve the security of the document. (CA)

• Facilitate public access to information on passports, citizen services, consular information sheets, and announcements and warnings concerning foreign travel.

Lead Agency: State. CA coordinates with overseas missions and Regional Bureaus to compile information on conditions in foreign countries. CA and PA disseminate information to the general public. (CA, PA)

• Maintain the U.S.G.'s crisis management capability, including after-hours emergency citizen services for the public in the United States and at diplomatic and consular posts abroad, and periodically update post evacuation plans.

Lead Agency: State. State coordinates the U.S.G.'s response to crises affecting U.S. citizens overseas, including coordination with other governments, the private sector, and NGOs to provide assistance to Americans. (S-S/O, CA, DS, S/CT, EB)

• Work closely with other governments to ensure consular protection for U.S. citizens in their countries.

Lead Agency: State. CA coordinates closely with overseas missions to maintain effective working relations with host government officials, including encouraging foreign governments to accede to multilateral treaties and conventions. (CA, L, Regional Bureaus)

• Work closely and creatively with Americans living abroad to develop effective communications, especially in locations where diplomatic or consular posts have closed.

Lead Agency: State. CA has ongoing relationships with numerous overseas American organizations. It also oversees the organization and maintenance of resident American communities through warden systems and the media at posts abroad. State also engages third countries to protect U.S. citizen interests. (CA, Regional Bureaus)

ASSUMPTIONS:

• Passport demand, at a record six million in 1996, will grow by 7-9% annually between 1997 and 2000.

• The American public will continue to demand a high level of service from U.S. passport agencies and diplomatic and consular posts.

• Advances in technology will improve security and efficiency of passport operations.

• International crises and incidents will often involve Americans overseas.

• Americans occasionally will be singled out as targets because of their nationality.

INDICATORS:

• Efficiency and accuracy of passport issuance and namecheck systems.

• Availability and levels of use of consular information systems for internal communications and public access.

• Assessment of comments made by citizens regarding quality of service.

• Agreements with foreign governments and others that enhance service, emergency response, and protection of American citizens.

• Post-crisis reviews of U.S.G. agencies' performance.
  
  

GOAL: Control how immigrants and foreign visitors enter and remain in the United States.

By administering its immigration laws fairly and effectively, the United States provides for the lawful entry of foreign nationals and assists eligible persons who wish to immigrate to or visit the United States in pursuit of business, tourism, educational or employment opportunities. At the same time, the United States must deter illegal immigration by enforcing immigration laws, especially for aliens who may have links to terrorism, narcotics trafficking, or organized crime.

The Department of State has the primary responsibility abroad for administering U.S. immigration laws fairly and effectively. U.S. consular officers provide for the lawful entry of persons who seek to enter the United States either temporarily or as immigrants. Consular screening helps deter illegal immigration and prevent the entry into the United States of terrorists, narcotics traffickers, and other criminals.

STRATEGIES:

• Facilitate travel of eligible foreign nationals to the United States.

Lead Agency: State. CA, in coordination with A/FBO, FSI and overseas missions, is developing new techniques to streamline consular workload and visa issuance. (CA, A/FBO, FSI)

• Impede travel of ineligible foreign nationals by denying them visas.

Lead Agencies: State, INS. Consular officers at overseas missions, utilizing computerized namecheck databases systems evaluate visa applicants. CA and overseas missions coordinate applicant information with INS and law enforcement agencies when necessary. (CA, A/IM)

• Employ techniques and technologies, such as machine-readable documents, biometric indicators, and sophisticated namechecks to expedite lawful entry, identify criminals and terrorists, and inhibit illegal immigration.

• Coordinate border security efforts and establish database links among visa posts abroad, U.S. ports-of-entry, INS offices, and other law enforcement agencies.

Lead Agencies: State, Justice. Close cooperation and sharing of information between State and domestic law enforcement agencies, such as INS, the FBI and Customs, is an indispensable element in protecting America's borders. State is working with these other agencies to share data on potentially ineligible aliens as well as immigrant and non-immigrant visa issuance data. State has established on-line connectivity between the Washington mainframe and all overseas posts. (CA, A/IM, DS, INR, DTS-PO)

• Work with other governments on migration issues of common concern.

Lead Agency: State. State leads U.S. efforts to develop collective solutions to migration problems, including respect for migrants' rights and addressing illegal migration flows. (PRM, INL)

• Combat fraud by increasing the security features of U.S. passports and visas and investigating aggressively cases of passport and visa fraud.

Lead Agency: State. State seeks continuous improvements in the design of U.S. passports and visas to guard against their fraudulent use or counterfeiting. State works with the Department of Justice to prosecute violations. (CA, DS)

• Secure a permanent Visa Waiver Program and concentrate resources where workload is growing the most and border security threats are the highest.

Lead Agency: State. The Visa Waiver Program permits limited resources to be redeployed from low-fraud locations to meet high-priority requirements elsewhere. Countries which meet the legislatively-mandated requirements for the program are reviewed by the Department of Justice in consultation with State. Once countries have qualified to participate in the VWPP, State follows up with foreign governments to ensure that they continue to meet the requirements of the program. (CA, H, L)

• Administer refugee admission programs humanely and equitably.

Lead Agency: State. State coordinates domestic consultations on admissions numbers and allocations. Once the levels are established, State administers the programs in conjunction with the Departments of Justice and Health and Human Services. (PRM, H)

• Administer U.S. asylum policies fairly in accordance with international law.

Lead Agency: INS. State provides background information to assist INS in adjudicating asylum requests. (PRM, DRL)

ASSUMPTIONS:

• The United States will remain a desirable destination for immigrants and visitors from throughout the world. Applications for non-immigrant visas will increase by 3-5% per year between 1997 and 2000.

• Regions of political, social, and economic unrest frequently generate migratory pressure.

• There will be continued efforts to create fraudulent U.S. entry documents which pose a serious threat to national security.

• Many would-be immigrants unable to qualify under U.S. immigration laws will resort to illegal methods to enter the country.

INDICATORS:

• Waiting times for visa, immigration, and customs services.

• Assessment of intercepted fraudulent documents.

• Number of prosecutions of fraud vendors and alien smugglers and jail sentences.

• Efficiency and effectiveness of immigration enforcement efforts.

• Fees charged by alien smugglers.
  
  

GOAL: Minimize the impact of international crime on the United States and its citizens.

The recent expansion and increasing sophistication of transnational crime represents a growing threat to the property and well-being of American citizens. In consequence, the traditional distinction between "domestic" and "foreign" has eroded, and effective international law enforcement has become essential.

The Department of State conducts relations with foreign governments and multilateral organizations to create a global response to the threat of transnational organized crime. State also coordinates U.S. activities under the authority of the Chief of Mission directed against transnational organized crime. State is directly responsible for implementing the International Narcotics Control program with foreign assistance funds to assist selected foreign government criminal justice and law enforcement agencies.

STRATEGIES:

• Increase actions by governments to combat money laundering and other financial crimes, alien smuggling, drug trafficking, trafficking in stolen vehicles and other forms of transnational crime.

Lead Agencies: State, Justice, Treasury. State provides policy coordination and the diplomatic framework for bilateral and multilateral relations with foreign governments. (INL, L, Regional Bureaus, IO, DS)

• Develop international communication and cooperation to combat transnational crime, negotiation of mutual legal assistance and other agreements, multilateral task forces and support for effective international agencies.

Lead Agencies: State, Justice, Treasury. State provides policy coordination and the diplomatic framework for working with foreign governments and multilateral organizations. (INL, L, IO, Regional Bureaus, DS, PA)

• Collaborate with foreign law enforcement and judicial authorities, to support U.S. law enforcement abroad, identify and dismantle transnational criminal organizations and prosecute, convict and incarcerate offenders.

Lead Agencies: State, Justice, Treasury. State provides policy guidance and coordination with overseas missions. (INL, L, Regional Bureaus, DS)

• Provide assistance and training, and encourage support by other donors to improve criminal justice institutions of emerging democracies and developing countries.

Lead Agencies: State, Justice, Treasury, AID, regulatory and enforcement agencies. State provides policy definition and funding for criminal justice sector institutional development, including U.S. assistance to foreign law enforcement agencies in support of foreign policy goals. (INL, Regional Bureaus, IO, DS, DRL)

• Collect, analyze and disseminate intelligence worldwide regarding money laundering, other financial crimes, alien smuggling, trafficking in stolen vehicles and other contraband, illegal firearms trafficking, and other forms of transnational crime.

Lead Agencies: Intelligence Community, State, Justice, Treasury. State provides coordination with intelligence and other agencies to secure intelligence on transnational crime that is complete, thoroughly analyzed, and available to policy and enforcement agencies. (INL, INR, DS, L)

ASSUMPTIONS:

• Transnational crime is undergoing a significant evolution, particularly with the appearance on the world scene of criminal organizations from Russia, Asia, and elsewhere.
  
• Increasingly, foreign criminals will seek opportunities in the United States and American criminals will seek opportunities abroad.
  
• Improving the criminal justice systems of foreign governments will contribute to their ability to control their own crime problems and to work with the U.S. on international crime issues.

INDICATORS:

• Foreign government adherence to its own legislation, or other commitments to take action against transnational crime.
  
• Crime statistics and intelligence estimates indicating extent of domestic criminal activity linked to international criminal groups.
  
• Evaluation of U.S.G. and foreign law enforcement efforts to disrupt the operations of major international criminal organizations, as shown by arrests, convictions, and asset seizures.
  
• Level of U.S. and foreign public awareness of international crime developments and measures they can take to address these problems.
  
  

GOAL: Significantly reduce from 1997 levels the entry of illegal drugs into the United States.

Most illegal narcotics consumed in the United States come from abroad. Control of this foreign supply must complement efforts to reduce drug use and its harmful consequences in the United States. Although the problems of illegal narcotics both in the United States and abroad have critical social and economic dimensions, U.S. international counternarcotics activities are predominately focused on law enforcement.

The Department of State coordinates implementation of those elements of the National Drug Control Strategy that entail relations with or actions by foreign governments, or activities outside the United States subject to the authority of chiefs of U.S. diplomatic missions. These include reducing production, trafficking, and abuse of illicit drugs. State is directly responsible for implementing the International Narcotics Control program, with funds appropriated under the Foreign Assistance Act to assist foreign institutions responsible for development and implementation of drug control activities.

STRATEGIES:

• Establish specific targets for worldwide reduction or elimination of the cultivation, production, and commercial-scale import of cocaine, opium, heroin, marijuana, methamphetamine, and other illicit drugs or substances of abuse.

Lead Agency: ONDCP. U.S.G. targets are defined by the National Drug Control Strategy with contributions from State and other drug control agencies.

• Implement a balanced approach to interdict and eradicate illegal narcotics.

• Significantly reduce cultivation of coca, opium, and marijuana particularly when destined for the United States; limit production and import of other illegal drugs and pharmaceuticals.

Lead Agencies: State, AID, Justice/DEA. State provides policy development and funding for projects to reduce drug crops by alternative development, eradication or other means, and promotes similar projects by other bilateral or multilateral donors, particularly in source countries where U.S. bilateral access is limited. (INL, Regional Bureaus, IO)

• Increase foreign political will and develop institutional capabilities of governments and multilateral organizations to combat all aspects of illicit drug production, trafficking and abuse.

Lead Agencies: State, drug law enforcement agencies (DLEAs), DOD, domestic demand reduction agencies. State provides policy definition and funds projects for institutional development. (INL, Regional Bureaus, IO)

• Collaborate with foreign governments and international organizations to disrupt and dismantle drug trafficking organizations, and investigate, arrest, prosecute, and incarcerate their leaders.

Lead Agencies: State, Intelligence Community, Justice, DLEAs. State provides policy guidance, coordination with overseas missions, funding for assistance to foreign drug enforcement institutions. (INL, L, Regional Bureaus, DS)

• Support the protection of U.S. air, sea, and land borders from importation of illegal narcotics.

Lead Agencies: State, U.S. Interdiction Coordinator, ONDCP, Customs, Coast Guard, DOD. State provides policy coordination and diplomatic contact with foreign governments in interdiction transit zones, and promotes policies in multilateral drug agencies compatible with interdiction goals. (INL, L, IO, ARA)

• Collect, analyze, and disseminate intelligence worldwide regarding drug production, trafficking organizations, and the availability and abuse of illegal drugs.

Lead Agencies: Justice/DEA, Intelligence Community, State, other DLEAs. State provides policy guidance to, and coordination with, intelligence and other agencies. (INL, INR, L)

ASSUMPTIONS:

• In order to reduce the entry of illegal drugs into the United States, it is necessary to reduce foreign production.

• The supply of illegal narcotics from abroad responds to demand from the United States.
• Although foreign governments have an interest in counternarcotics cooperation with the United States, limited institutional capacity, along with social, political, and economic factors -- including corruption -- will remain major constraints.

• The Western Hemisphere will remain the major foreign source of illegal drugs, with the Mexican-U.S. border the major entry point.

INDICATORS:

• U.S.G. estimates of foreign cultivation of coca, opium, and marijuana.

• Availability of illicit drugs from abroad, including price and purity.

• U.S.G. assessment of international routes and methods of drug shipment.

• Disruption of drug group activities, as shown by arrests, prosecutions, convictions, asset seizures, and other law enforcement data.

• Foreign government compliance with international counternarcotics obligations, including adherence to the 1988 UN Drug Convention.

• Extent of foreign government implementation of national drug control policies and counternarcotics activities.
  
  

GOAL: Reduce international terrorist attacks, especially on the United States and its citizens.

In recent years, international terrorism has entered more directly into the lives of Americans and continues to threaten U.S. interests globally. To minimize terrorist threats, the United States must make significant and well-coordinated use of diplomatic, intelligence, law enforcement, and military assets.

The Department of State is the lead agency for policy and interagency coordination of U.S. assets against terrorism abroad. Within the United States, State supports the Department of Justice.

STRATEGIES:

• Deter, warn against, respond promptly to, and defeat all terrorist threats or attacks on U.S. interests at home and abroad.

Lead Agencies: State, Justice/FBI. To combat terrorism abroad, State promotes strong U.S.G. policies. In terrorism contingencies, State provides leadership and policy coordination, working with U.S. intelligence, law enforcement, and other agencies, and, as necessary, military capabilities. If requested by a Chief of Mission, a State-led interagency Emergency Support Team may deploy within hours to offer advice, support, and special counterterrorism capabilities. State provides security for diplomatic missions abroad, and for senior foreign visiting dignitaries. (S/CT, INR, L, CA, DS, Regional Bureaus, PA)

• Defend against threats or the actual use of weapons of mass destruction by terrorists.

Lead Agencies: State, DOD, Energy, Federal Emergency Management Agency, CIA, FBI, Health and Human Services. To minimize potential terrorist WMD threats, State will promote WMD nonproliferation and adherence by foreign governments to relevant treaties and conventions. State participates in interagency exercises held periodically to prepare for contingencies. Increased emphasis is to be given to consequence management planning for terrorist use of WMD. (S/CT, T, L, INR, Overseas Missions)

• Maintain the U.S.G. policy of making no concessions to terrorists.

Lead Agencies: State, Justice/FBI, Treasury. State firmly supports the principle of no concessions to terrorists. State, in consultations with Justice, Treasury, and CIA, designates foreign terrorist organizations worldwide. (S/CT, L, INR, Overseas Missions)

• Maintain pressure on and isolate state sponsors of terrorism.

Lead Agency: State. State closely monitors national and international sanctions against state sponsors of terrorism and urges their strict enforcement. State presses state sponsors to abandon their support for terrorism, and presses third countries not to deal with state sponsors on normal terms. (S/CT, L, INR, T, Regional Bureaus, PA)

• Investigate and prosecute terrorist suspects; work with friendly foreign governments to share intelligence, facilitate investigations, and extradite terrorists; strengthen domestic and international law; and combat terrorist funding.

Lead Agencies: Justice/FBI, State, CIA, Treasury. When terrorist suspects are identified and located abroad, State seeks host government cooperation in extradition or rendition of the suspects for U.S. prosecution. State provides policy guidance for Treasury to regulate, monitor, and control fundraising that is intended for terrorist organizations or purposes. (S/CT, DS, L, INR, Regional Bureaus)

• Intensify intelligence collection and analysis; provide training to foreign governments in counterterrorism, communications security, and aviation security; maintain the readiness of U.S. counterterrorism personnel; and increase R&D in counterterrorism technology.

Lead Agencies: State, CIA, DOD, Federal Aviation Administration. State contributes to intensifying terrorism collection and analysis. Within State, S/CT provides policy guidance and DS implements the Anti-Terrorism Assistance training program for foreign governments, with support from FAA, FBI, Customs, INS, and ATF. S/CT will plan a schedule of interagency counterterrorism exercises. State and DOD operate and fund a working group on research and development of counterterrorism technology applications. (S/CT, DS, INR)

ASSUMPTIONS:

• U.S. officials, facilities, and citizens will remain high-priority targets of terrorists.

• International cooperation to combat terrorism will continue to increase.

• State support for terrorism will continue to decline, but the number of unaffiliated, ad hoc, and new terrorists will increase. Religiously motivated and sectarian terror will grow.

• The number of international terrorist incidents will continue to decline, but terrorists will seek to increase casualties and damage by using more lethal explosives.

• The danger that terrorists will employ chemical, biological, or nuclear materiel will grow.

• Terrorists will attack less-protected targets, including vulnerable communications systems and infrastructure.

INDICATORS:

• Trends in international terrorism worldwide, including attacks against American targets, and the number of casualties.

• Evaluation of U.S.G. counterterrorism programs.

• Accession to and use of international treaties on terrorist crimes, including prosecution, extradition, and mutual legal assistance obligations.
  
  

GOAL: Increase foreign government adherence to democratic practices and respect for human rights.

A world of democratic nations provides a more stable and secure global arena in which to advance U.S. objectives. Advancing U.S. interests in the post-Cold War world will often require efforts to support democratic transitions as well as to address human rights disasters and democratic reversals. Promotion of democracy and human rights, including the rights of women and minorities, reflects fundamental values of the American people.

The Department of State provides leadership and coordination for U.S. policy related to the advancement of democracy and the promotion of human rights. State conducts relations with foreign governments and multilateral organizations to promote democratization and human rights. It coordinates implementation of activities of U.S. agencies that provide assistance towards that objective, including activities related to conflict prevention and resolution. State publishes analyses of human rights conditions in foreign countries. State allocates Economic Support Funds for building democracy in countries in transition to democracy and manages such funds as may be appropriated under the Foreign Assistance Act for the Democracy and Human Rights Fund and for other programs. State consults extensively with non-governmental organizations on democracy promotion.

STRATEGIES:

• Support democratic transitions, especially in regions and countries of importance to the United States.

Lead Agencies: State, AID, DOD, DOJ. State provides overall policy direction and coordination for U.S.G. support to countries in transition to democracy, and for democratic forces in non-democratic countries of concern. State sets the diplomatic framework for efforts to promote democracy and directs Economic Support Funds (ESF) to countries and regions of emphasis. (DRL, S/NIS/C, EUR/EEA, Regional Bureaus, PA)

• Build, strengthen, and employ international fora to secure democratic transitions, prevent conflict, promote human rights, including labor rights, and support multilateral sanctions. Promote development of national and multilateral institutions for the promotion of human rights and the rule of law.

Lead Agency: State. State provides policy leadership and representation in international organizations to support human rights and democracy activities. State conducts outreach with key non-governmental organizations working to strengthen human rights and democracy. (DRL, IO, USUN, EB, Regional Bureaus)

• Support respect for human rights globally and intervene in selected human rights cases.

Lead Agencies: State, AID, DOD. State leads activities to advance human rights and democracy through bilateral and multilateral diplomacy, the formulation of broad new initiatives, and publishing the annual Human Rights Report. (DRL, IO, T, Regional Bureaus, PA)

• Support democratic transitions through bilateral and multilateral assistance and exchanges and informational programs to establish and consolidate: competitive political processes, including free and fair elections; politically active civil societies, enhanced women's political participation, free media, representative labor movements, and other pluralistic organizations; transparent and accountable government institutions; the rule of law, including neutral and professional law enforcement; and commitment to human rights.

Lead Agencies: AID, State. State is a decision-making partner at key points in the assistance process. State leads in development of requests for and allocation of Economic Support Funds to countries where assistance policies are politically sensitive and/or closely tied to bilateral and regional short term foreign policy requirements. (DRL, Regional Bureaus)

ASSUMPTIONS:

• The international environment will increasingly favor democracy, leading governments to profess democratic principles, but democratic practices will vary, depending in particular on the will and intentions of leaders.

• The transition and consolidation of democracy varies from state to state, but international influence can be crucial to the outcome.

• U.S. pursuit of democratic transitions in certain countries and circumstances will be subject to countervailing influences and interests.

INDICATORS:

• Evaluations of elections and other aspects of democratic transitions as measured by U.S.G., NGO, and international assessments.

• Evaluations of human rights practices and actions to prevent or mitigate human rights abuses.

• Evaluations of the status of threatened populations, including religious and other minorities.

• Adherence to international obligations and standards as measured by conformity to human rights, labor, political, and other conventions.

• International media coverage of human rights issues.
  
  

GOAL: Prevent or minimize the human costs of conflict and natural disasters.

American values mandate offering assistance and international leadership to help alleviate human suffering from crises, whether man-made or natural, even when there may be no direct or indirect threat to U.S. security interests.

The Department of State is the hub for coordinating U.S.G. response to humanitarian crises. In the event of a humanitarian crisis State initiates decision-making in Washington, communicates with other donors in capitals and international fora, and coordinates implementation in the field on all issues ranging from preventative diplomacy to peacekeeping.

STRATEGIES:

• Maintain a U.S.G. emergency response assessment capability, enabled to ensure protection and relief for refugees and victims of natural disasters.

Lead Agencies: State, AID, DOD. State works with AID on humanitarian assistance coordination. State also participates in international fora that define and protect the rights of refugees, and in bilateral and multilateral advocacy of these rights. (PRM, IO, Regional Bureaus, PA)

• Ensure that international organizations have adequate emergency response capabilities and strengthen partnerships with NGOs and PVOs to build their capacity to address humanitarian crises.

Lead Agencies: State, AID. State participates in governing bodies of relevant international institutions and provides funding to selected NGOs and PVOs. (PRM, IO, Regional Bureaus)

• Preposition food stocks and develop food security in areas of chronic shortage, particularly Africa.

Lead Agencies: USDA, AID. State coordinates refugee-related feeding operations through the World Food program and monitors field reporting and other sources to identify developing food shortages. (PRM, IO, Regional Bureaus)

• Identify and assist vulnerable states to prevent conflict or dissension leading to humanitarian crisis; assist countries in transition from crisis.

Lead Agency: State. State coordinates Washington decision-making and response; communicates with other capitals, IFIs, NGOs; implements recommendations in conjunction with missions in the field; and leads preventative diplomacy. (PRM, IO, Regional Bureaus)

• Meet urgent needs in crisis situations.

• Reduce the impact of natural disasters.

Lead Agencies: AID, DOD. State supports international efforts to develop international response capabilities ("White Helmets"). (PRM, IO)

• Support demining programs, particularly when they facilitate the reintegration of refugees and displaced persons.

Lead Agencies: State, DOD. In coordination with DOD, State allocates Foreign Operations program funds for multilateral demining assistance. (T, PRM, IO, Regional Bureaus)

ASSUMPTIONS:

• In some instances preventive diplomacy can avoid conflict and avert humanitarian crises.

• U.S. leadership in response to crises will leverage the international participation and the support of other donors.

• International media coverage will impact public opinion.

• The extent of conflict, and the degree to which the environment is permissive or conflictive, will determine the nature of international response.

• In some instances peacekeeping operations will be necessary to stabilize a situation and permit the delivery of relief supplies.

INDICATORS:

• Conflicts and humanitarian crises averted.
  
• Humanitarian emergencies alleviated.
  
• Assessments of international organization and NGO/PVO humanitarian crisis response management.
  
• Refugee populations reduced through local integration, repatriation, and resettlement.
  
• Evaluations of transition assistance efforts.
  
• Status of demining efforts.
  
• Public and NGO involvement in addressing crises.
  
  

GOAL: Secure a sustainable global environment in order to protect the United States and its citizens from the effects of international environmental degradation.

The global environment has a profound impact on the United States. Pollution crosses borders and oceans, affecting the health and prosperity of Americans. Competition for natural resources can lead to instability and conflict, threatening political, economic, and other U.S. interests. Americans care deeply about the environment and demand action to protect it. U.S. leadership is essential to resolving environmental problems that require global and regional solutions. Given the magnitude and complexity of this undertaking, the participation of the private sector and NGOs are essential.

The Department of State is responsible for developing the foreign policy framework for international environmental policy and activities. Working both bilaterally and through multilateral organizations, State builds effective bilateral and multilateral relationships to promote environmental collaboration and address transboundary environmental problems. State is also responsible for negotiating international environmental agreements and treaties.

STRATEGIES:

• Conclude key multilateral negotiations, giving priority to climate change, toxic chemicals, sustainable forestry, and biosafety.

Lead Agency: State. State leads negotiation of international agreements and treaties, and obtains accession by other countries to environmental agreements. (OES, L, Regional Bureaus, IO)

• Improve the implementation of international oceans and environmental commitments and treaties, focusing on policies and mechanisms to improve compliance.

Lead Agency: State. State works with EPA, NOAA, Justice, Coast Guard, and other U.S.G. agencies to address treaty violations, and to find ways to strengthen compliance with international agreements. (OES, L, Regional Bureaus, H)

• Strengthen bilateral dialogues with key countries, focusing on China, Russia, Brazil, India, Japan, Canada, Mexico, the United Kingdom, Germany, and the European Union.

Lead Agency: State. State establishes the policy basis and strategies for bilateral environmental initiatives, including incorporation of environmental issues into bilateral and regional agendas. (OES, Regional Bureaus, PA)

• Establish more regular channels of communication with the business sector, NGOs, and the American public on international environmental issues.

Lead Agency: State. State has recently recognized the need for greater outreach to the American public to gain support for the U.S.G.'s environmental policies. (OES, PA)

• Improve coordination with countries and international financial institutions that provide development assistance in the environmental area.

Lead Agencies: Treasury, State, AID. State plays a key role in shaping environmentally responsible lending policies and practices. (EB, OES)

• Reform and reinvigorate UN institutions and mechanisms to more effectively address international environmental problems.

Lead Agency: State. State formulates U.S.G. policy pertaining to United Nations agencies, and organizations. (OES, IO)

• Use bilateral assistance to improve the capabilities of developing countries to reduce environmental degradation.

Lead Agencies: AID, State. State develops overall foreign policy guidance and priorities on the international environment, including goals for reducing environmental degradation. State also integrates sustainable development into overall environmental strategies in the conduct of bilateral relations. (OES, Regional Bureaus)

• Promote regional cooperation on transboundary environmental issues in every region of the world.

• Lead Agencies: State, AID. State establishes regional environmental goals and priorities. Regional bureaus identify ways in which bilateral relationships and regional mechanisms can be used to promote regional agenda. (OES, Regional Bureaus)

• Conclude Science & Technology agreements and participate in international commissions to further scientific cooperation on environmental issues, such as setting climate change standards; further productive applications of environmental research; and to strengthen international commitments to environmentally sustainable development.

Lead Agencies: EPA, State. State has statutory responsibility for coordinating the international science and technology activities of federal agencies. (OES)

ASSUMPTIONS:

• Actions in the United States and several other key countries have a disproportionate global impact on the global environment.
• Effective UN environmental agencies can help countries improve environmental policies and practices.
• Compliance with multilateral treaties will improve the global environment.
• Public awareness of environmental issues will increase.

INDICATORS:

• Status of multilateral environmental treaties and other agreements.
  
• Rate of increase in atmospheric greenhouse gas concentrations in the atmosphere.
  
• Status of the ozone layer.
  
• Bilateral, multilateral, and non-governmental environmental cooperation.
  
• Levels of world fish stocks and forests.
  
• Public opinion about global environmental measures.
  
  

GOAL: Early stabilization of the world's population.

Stabilizing population growth is vital to U.S. interests. Economic and social progress in other countries can be undermined by rapid population growth, which overburdens the quality and availability of public services, limits employment opportunities, and contributes to environmental degradation. Not only will early stabilization of the world's population promote environmentally sustainable economic development in other countries, but it will also benefit the U.S. by improving trade opportunities and mitigating future global crises. There is now broad international consensus on the need for a comprehensive approach to population stabilization which, along with family planning services, incorporates reproductive rights and other components of reproductive health, women's socio-economic and educational status, and the special needs of adolescents.

The Department of State plays a crucial role in developing a receptive political environment for the implementation of progressive population programs and related social programs. Policy coordination, public diplomacy, bilateral and multilateral advocacy, and coordination of international efforts are all vital State contributions.

STRATEGIES:

• Promote the rights of couples and individuals to determine freely and responsibly the number and spacing of their children.

Lead Agencies: State, AID. State promotes international adherence to this basic reproduction right through various intergovernmental fora, dialogue, agreements, or other consensus documents. (PRM, IO)

• Provide leadership on international population policy matters and foster international cooperation.

Lead Agency: State. State leads interagency efforts to intensify policy attention to international population issues; strengthens cooperation and policy coordination within the U.S.G. (PRM)

• Support programs to achieve universal access to family planning, maternal health, and other reproductive health services by 2015.

Lead Agencies: AID, State. State coordinates bilateral and multilateral efforts to develop the political environment. (PRM, Regional Bureaus, IO)

• Improve the policy environment in which population programs are developed and implemented, including policies and programs to enhance the socio-economic and political status of women and expand opportunities for youth.

Lead Agencies: AID, State. State participates in various bilateral and multilateral fora, and facilitates the work of U.S. NGOs involved in these issues. (PRM, IO, Office of the Senior Coordinator for Women, Regional Bureaus)

• Foster an enabling environment for involvement of civil society in population and development activities.

Lead Agencies: State, AID. State leads U.S.G. outreach efforts to create and sustain the overall political climate in which NGOs and private citizens can fully participate. (PRM, DRL, Regional Bureaus, PA)

ASSUMPTIONS:

• Existing broad international support for population stabilization efforts is maintained.

• Current Congressional restrictions on U.S. population assistance are lifted.

• National and international commitments to basic education and economic opportunity programs for women and girls continue to increase.

• Other donors (multilateral, national, and private) expand investments in population-related activities.

INDICATORS:

• Fertility rates.
  
• Contraceptive prevalence rates.
  
• Maternal and infant mortality and morbidity rates.
  
• Girls' education rates.
  
  
  

GOAL: Protect human health and reduce the spread of infectious diseases.

The United States has direct interest in safeguarding the health of Americans and in reducing the negative consequences of disease worldwide. The spread of epidemics can directly threaten public health in the United States. Unhealthy conditions elsewhere in the world increase the incidence of disease, increase human suffering, and retard development.

The Department of State participates in an interagency Task Force on Emerging Infections to coordinate development of a global surveillance and response network for infectious disease. State's role lies primarily in public advocacy and international coordination.

STRATEGIES:

• Encourage investment in basic health in developing nations.

Lead Agency: State. State coordinates with U.S. agencies to raise public awareness and for seeking the political and financial commitment by other governments and international institutions in meeting the challenges of infectious diseases. (OES, PA)

• Control epidemic and mortal diseases.

Lead Agencies: AID, HHS.

• Expand environmental health programs and strengthen public health infrastructure to combat emerging and reemerging diseases.

Lead Agencies: AID, HHS.

• Focus on child survival in target countries.

Lead Agencies: AID, HHS.

• Support NGO/PVO capacity to improve health delivery systems.

Lead Agency: AID.

• Increase international cooperation for prevention, surveillance and response to infectious diseases.

Lead Agency: State. State is responsible for raising public awareness and for seeking the political and financial commitment by other governments and international institutions in meeting the challenges of infectious diseases. State works with AID, HHS, and DOD to carry this message. (OES, Regional Bureaus, IO, PA)

• Promote international communication and cooperation to fight disease by promoting and sponsoring scientific research and the application of new medical treatments through bilateral and multilateral organizations.

Lead Agencies: CDC, AID, State. State has statutory responsibility for coordinating the international science and technology activities of federal agencies. (OES)

ASSUMPTIONS:

• NGOs, PVOs and multilateral development institutions will play increasingly important roles in combating disease, but U.S.G. contributions will remain essential.

• Without U.S. leadership, global disease surveillance and response capacity will effectively not expand.

INDICATORS:

• Mortality rates.
  
• Number of epidemics/epidemic disease mortality rates.
  
• Rates of illness/death by disease.
  
• Disease outbreak response capabilities and performance.
  
  

The ability of the Department of State to advance the foreign policy interests of the United States -- including supporting the overseas roles of the other U.S.G. agencies represented abroad -- depends upon the quality of State's personnel, technologies, and infrastructure. Diplomatic Readiness, a core responsibility of State, is the strategic asset that enables State to carry out its mission.

The essential link between the U.S.G.'s foreign policy goals and Diplomatic Readiness is best demonstrated by a few examples. For instance, the whole range of our relations with China -- whether the issue is trade, human rights, or nonproliferation -- is affected by our ability to staff the embassy in Beijing and the consulates in other Chinese cities with representatives who know Chinese politics, culture, and language; work in offices (and live in housing) that are comfortable and safe; and report to Washington through reliable and secure communications. Similarly, the success of the U.S.G.'s efforts to promote democracy and free market economies in the republics of the former Soviet Union depends upon the quality and training of the personnel who serve there and the simple availability in their offices and homes of heat, running water, and electricity -- basics we take for granted in the United States but which have required much effort on State's part to deliver in those posts. Other strategic goals, including protecting American citizens abroad and pursuing law enforcement objectives, require an information technology infrastructure that permits timely datasharing with other agencies and the production of high-technology passports, visas, and other documents criminals are hard-pressed to counterfeit.

It is Diplomatic Readiness that makes all of these things happen. Diplomatic Readiness requires a high-performance organization: the right people, with the right skills and support, in the right places, to defend national security and promote national interests. At any time, around the world, U.S. representatives are engaged in negotiating treaties, responding to crises, carrying out high-level official visits, observing foreign elections, promoting American exports, providing relief to victims of natural disasters, assisting American citizens in emergencies, enhancing border security, and managing overseas missions. The Embassies, Consulates, and other posts that State manages are the principal platforms for the activities of the U.S. Government around the world. It is from these missions that the Ambassador and the Country Team coordinate and carry out their activities, and represent the United States to the world.

The three principal components of Diplomatic Readiness are:

Human Resources: Employees with the foreign language, diplomatic, professional, and technical skills essential to represent the United States overseas, build effective working relationships with international counterparts, exercise foreign policy leadership, and provide operational support for the conduct of foreign affairs.

Information: Information resource management, information systems, and highly skilled personnel to efficiently collect, analyze, and communicate information for the conduct of foreign policy and efficient operations.

Infrastructure and Operations: Cost-effective and well-maintained domestic and overseas facilities, along with the management, logistical, and security systems essential to support a world-wide network of posts and people.

The Department of State has long-standing problems in each of these areas. To maintain and improve our Diplomatic Readiness, State will focus on a few critical management strategies:

Improved Management Systems and Technology Investment:

• Continuous improvement of administrative and management systems to deliver essential services, while achieving savings and efficiencies through reengineering and streamlining key processes;
  
• Capital investment programs that ensure timely acquisition of infrastructure and up-to-date technology;
  
• Training and recruitment programs that ensure both new and current employees have, or are able to acquire, the professional, administrative, technical, and information systems knowledge needed to skillfully pursue policy and operational objectives;
  
• Improved cost-sharing and more effective service delivery through wide-spread, transparent and equitable user payment for services, focusing on the International Cooperative Administrative Support Services System (ICASS).

Aligned Policy and Resource Management:

• Continuous alignment of International Affairs resources with policy priorities using a process based on strategic planning and performance measurement, characterized by broad-based participation and interagency coordination;
  
• Refined and integrated processes, such as Workforce Planning, Information Resources Management, and Mission Performance Planning, to ensure sound investments while retaining the flexibility to shift resources according to changing policy priorities.

State must respond to international crises, manage increasingly complex policy issues, provide timely reporting and analysis, assist American citizens, provide border security, and deliver management and support services. As these demands continue to grow, State needs to ensure the most effective utilization of resources, by clearly defining priorities, matching resources to them, and allowing the cessation of low priority or non-critical activities.

Goal: Enable the U.S. Government to achieve foreign policy objectives and respond to international crises by cultivating a skilled, motivated, diverse, and flexible workforce.

People are the Department of State's most significant resource -- 22,500 highly qualified Civil Service, Foreign Service, and Foreign Service National employees, with many more contract employees, in over 300 locations in the United States and overseas. Sound workforce planning and management is a critical component of Diplomatic Readiness, and a challenging task, especially given the complexities of operating overseas. Since the Department of State represents the United States to the world, its American workforce must be highly skilled and truly representative of the American people, while its employment practices must demonstrate the U.S. commitment to the principles of fairness and equal employment opportunity.

STRATEGIES:

• Workforce Planning: Determine the optimum configuration of the workforce to enable the Department best to meet its goals of defending national security and promoting national interests. Identify the Department's future needs using Mission and Bureau Performance Plans, the Overseas Staffing Model, and other planning tools. (PER)
  
• Workforce Management: Ensure that the Department has the right number of people with the right skills in the right places. Conduct all of the processes associated with career progression (e.g., hiring, assignment, performance evaluation, training, promotion, separation, awards, discipline and retirements) while meeting federal personnel requirements and increasing customer satisfaction. (PER, FSI)
  
• Workforce and Family Support: Sustain the morale, health and well-being of the workforce and family members, both domestic and overseas. Strengthen management relations and communications with the workforce. (PER, M/FLO, M/MED, all bureaus, Overseas Missions)
  
• Flexibility: Incorporate increased flexibility into personnel systems to allow for greater ease in filling staffing needs. (PER)
  
• Opportunity: Ensure that all employees and potential employees enjoy equal opportunities and that employees work in a positive environment that draws on the talents of all. (PER, S/EEOCR, all bureaus)

ASSUMPTIONS:

• The Department's personnel systems must be flexible in order to respond to foreign policy requirements and changes in American society, technology, and economy.
  
• Some workforce needs will be met through alternative and non-career employment sources such as temporary hires, family member appointments, telecommuting, part-time and job sharing arrangements, and contracts.
  
• Personnel management must work within the Civil Service personnel system that is beyond State's ability to control.

INDICATORS:

• Status of workforce planning (established plan in place, percentage of workforce covered, ability to accurately project staffing needs).
  
• Actual or authorized staff compared to identified need.
  
• Adequate training (training that meets needs, matches demand and is cost-effective).
  
• Ability to determine whether to train for certain skills or hire from outside.
  
• Cycle time, including staffing gaps, and accuracy of key personnel processes or actions.
  
• Diversity of workforce.
  
• Opportunities for career development in workforce.
  
• User satisfaction with effectiveness of services and programs.
  
  
  

GOAL: Strengthen the ability of the United States to achieve its International Affairs goals and respond to crises through effective and efficient information resources management and information systems.

The collection, analysis, and communication of information concerning international issues and developments of importance to the U.S. Government are essential to achieving foreign policy goals. Given the vast quantities of information available today, there is a premium on value-added and timely information. Secure and reliable information technology, along with accurate and efficient information networks, are essential tools for the policy process and State Department operations at home and abroad. They are equally critical for the effective conduct of foreign relations, and for communications with the rest of the government and the public.

STRATEGIES:

• Investment: Develop and implement sound Information Technology (IT) capital investment plans that support International Affairs priorities and enhance overall Diplomatic Readiness with systems and technology that are reliable, up-to-date, and help State manage more effectively. Establish infrastructure development as the foundation for State's modernization initiatives. (M/CIO, A/IM)
  
• Technology: Implement Department-wide architectural and software standards for new or upgraded information systems to achieve Department-wide IT interpretability and shared, reusable data. Integrate Year 2000 compliance into the broader State plans for information technology modernization. (M/CIO, A/IM)
  
• Information Processing: Reengineer information management business processes and systems to improve support for foreign policy goals and foreign affairs administration. Manage information system resources in accordance with government and industry standards. (M/CIO, A/IM)
  
• Training and Access: Ensure that employees have access to the necessary information technology and are trained to use the systems effectively. (M/CIO, A/IM, FSI)

ASSUMPTIONS:

• Success in achieving information resources management goals depends on workforce planning and upgrading the skills of employees who use, operate, and support modernized information resources management environment.
  
• State must respond to the effect of rapid technological change by addressing competition for scarce technical skills. Improved planning will create opportunities for retraining permanent employees and identify areas where contract services are the most cost-effective option.
  
• State is challenged by the need to balance allocation of limited resources to systems modernization projects and at the same time ensure the operability of current critical, but obsolete systems. All systems will have to meet external requirements, such as Year 2000 (handling data/dates after Jan 1, 2000) and Executive Order 12958 (appropriate handling of sensitive information).

INDICATORS:

• Information system compliance with established standards and regulations, such as Year 2000 and security standards for sensitive information.
  
• Information management systems and infrastructure meet defined needs of decision makers and users.
  
• Accuracy and reliability of information services.
  
• Satisfaction with information services for internal State users, employees of other U.S.G. agencies, and members of the public.
  
• Employee and public satisfaction with effectiveness of information technology services.
  
  
  

GOAL: Establish and maintain infrastructure and operating capacities that enable employees to pursue policy objectives and respond to crises.

The Department of State operates and maintains a network of diplomatic and support facilities in over 300 locations world-wide, ranging from highly developed countries with advanced infrastructure to underdeveloped or crisis-bound nations without reliable communications, transportation, or banking systems. State must respond to a vast array of support needs at overseas posts, ensuring that representatives from all U.S.G. agencies and their families can live and conduct business safely and efficiently, with due regard for morale, even in unhealthy or dangerous locations.

STRATEGIES:

• Property: Cost-effectively operate and maintain U.S.G. real property and leased facilities at home and abroad, with safe, functional working conditions for all employees and safe, functional living quarters for overseas staff. Dispose of unneeded overseas properties to generate funds for real property acquisition or rehabilitation, with a focus on addressing investment and maintenance deferred in recent years. (A, A/FBO, Overseas Missions)
  
• Logistics: Reengineer State's world-wide logistics management processes to provide cost-effective and efficient support services to overseas and domestic installations. All aspects of logistics management will be reviewed and consolidated into a single organization, including, procurement, contracting, storage, transportation, and shipping. (A)
  
• Security: Protect U.S.G. employees and their eligible family members and sensitive information overseas and at domestic facilities from technical and physical threats. (DS)
  
• Management systems: Improve core management systems to ensure State allocates resources according to policy priorities, while meeting the diverse needs of decision makers, operational managers, and employees in the United States and overseas. Key systems include, for example, ICASS, OSM, IPMS, Budget and Accounting systems, Logistics management, and the Asset Management program. (A, FMP, M/P, PER, S/RPP)
  
• Specialized Administrative Services: Provide specialized administrative services and systems that facilitate the conduct of foreign affairs, ensure adequate working conditions at home and abroad, and sustain an adequate quality of life for overseas staff. (A, M/MED, M/FLO)
  

ASSUMPTIONS:

• Overseas operating costs will rise faster than comparable U.S. costs (e.g., rents, utilities, maintenance costs).
  
• Overseas facilities will remain highly visible targets for intelligence and terrorist threats. More overseas locations will require special features to ensure safety and security of U.S. property and representatives. Other U.S.G. agencies with specialized needs will seek or expand overseas representation.
  
• Investment decisions for major infrastructure systems are now more complex as high maintenance costs at aging or obsolete facilities increase the urgency of major rehabilitation or new construction, while available resources will remain limited.
  
• The ICASS principles of shared services and full cost recovery will drive the delivery of services to all agencies at overseas posts.
  

INDICATORS:

• Management practices and procedures that ensure the integrity of the taxpayer's investment.
  
• State's real property acquisition and leasing systems and procedures meet management and user needs.
  
• Timely and cost effective delivery of goods and services to overseas and domestic users.
  
• Adequacy of physical and technical security appropriate to the local conditions in accordance with established Department security standards and threat levels.
  
• Access to timely, complete, accurate reports on State activities.
  
• Effectiveness and responsiveness of specialized services.
  
  
  

Planning at State is a continuous cycle. It begins with the Strategic Plan, whose formulation is based in part on the annual performance plans prepared in past years by U.S. diplomatic missions overseas and State bureaus domestically. The Strategic Plan in turn provides guidance to missions and bureaus in developing their updated performance plans. Beginning with FY 1999, these individual performance plans provide the framework on which to build the annual agency-wide Performance Plan and, subsequently, to evaluate progress toward the goals set out in prior years' Performance Plans.

Much of State's work is qualitative in nature and measured by nonstatistical measures including: the depth of analysis, the utility of the information provided, and the level of judgment demonstrated in its policy recommendations. More precise judgments can be made about the performance of some of the Department's work, using such factors as the timeliness of its products, the degree to which specific goals are achieved, and its involvement in the formulation and discussion of major Administration policies and issues.

A strict application of the Government Performance and Results Act on an agency-specific, program-oriented basis has only partial application to the complexities of foreign policy. Not only does the Department of State's mission emphasize policy and operations more than programs, its scope of responsibility for the coordination of foreign affairs covers virtually every other U.S.G. agency, goes well beyond specific legislative authorities, and involves extremely complex management of overseas missions. The multiple factors involved in achieving goals and influencing outcomes in foreign relations makes the setting of targets and measurement of performance a difficult challenge, but one that State will meet.

As indicated above, State's performance planning process (including both Bureau Performance Plans and Mission Performance Plans) provides the main vehicle for establishing and revising the Strategic Plan's goals, and for making future evaluations. In addition, State will make use of a variety of other available information, such as internal policy and management evaluations, OIG inspections, GAO reports, and materials produced by the private sector.

A Bureau of Administration (State)

A/FBO Foreign Buildings Operations (State)

AID Agency for International Development

A/IM Information Management (State)

APEC Asia Pacific Economic Cooperation forum

ARA Bureau of Inter-American Affairs (State)

ATF Bureau of Alcohol, Tobacco and Firearms (Treasury)

BIT Bilateral investment treaty

CA Bureau of Consular Affairs (State)

CDC Centers for Disease Control (HHS)

CIA Central Intelligence Agency

DEA Drug Enforcement Administration (Justice)

DLEA Drug law enforcement agency

DOD Department of Defense

DOE Department of Energy

DOJ Department of Justice

DRL Bureau of Democracy, Human Rights and Labor (State)

DS Bureau of Diplomatic Security (State)

DTS-PO Diplomatic Telecommunications Service - Program Office (State)

E/CBA Office of Business Affairs (State)

EB Bureau of Economic and Business Affairs (State)

EPA Environmental Protection Agency

ESF Economic Support Funds

EUR Bureau of European and Canadian Affairs (State)

FAA Federal Aviation Administration (Transportation)

FBI Federal Bureau of Investigation (Justice)

FBO Foreign Buildings Operations (State)

FMP Bureau of Financial Management and Policy (State)

FSI Foreign Service Institute (State)

G Office of the Under Secretary for Global Affairs, and subordinate bureaus

(State)

GAO General Accounting Office

GDP Gross Domestic Product

H Bureau of Legislative Affairs (State)

HHS Department of Health and Human Services

ICASS International Cooperative Administrative Support Services System

IFI International financial institution

INL Bureau for International Narcotics and Law Enforcement Affairs (State)

INR Bureau of Intelligence and Research (State)

INS Immigration and Naturalization Service (Justice)

IO Bureau of International Organization Affairs (State)

IPMS Integrated Personnel Management System

IT Information Technology

L Office of the Legal Adviser (State)

MAI Multilateral Agreement on Investment

M/CIO Chief Information Officer (State)

M/FLO Family Liaison Office (State)

M/MED Office of Medical Services (State)

M/P Office of Management Policy and Planning (State)

NEC National Economic Council

NGO Non-governmental organization

NOAA National Oceanic & Atmospheric Administration (Commerce)

NSC National Security Council

OECD Organization for Economic Cooperation and Development

OES Bureau of Oceans and International Environmental Scientific Affairs

(State)

OIG Office of the Inspector General (State)

OMB Office of Management and Budget

ONDCP Office of National Drug Control Policy

OSM Overseas Staffing Model

PA Bureau of Public Affairs (State)

PER Bureau of Personnel (State)

PRM Bureau of Population, Refugees and Migration (State)

PVO Private voluntary organization

S/CT Coordinator for Counterterrorism (State)

S/EEOCR Office of Equal Employment Opportunity and Civil Rights (State)

S/NIS Office of the Special Adviser to the Secretary for the New Independent

States (State)

S/RPP Office of Resources, Plans and Policy (State)

S/S-O Operations Center (State)

T Office of the Under Secretary for Arms Control and International Security

Affairs, and subordinate bureaus (State)

UN United Nations

USDA U.S. Department of Agriculture

U.S.G. United States Government

USOECD U.S. Mission to the Organization for Economic Cooperation and

Development

USTR United States Trade Representative

USUN U.S. Mission to the United Nations

VWPP Visa Waiver Pilot Program

WMD Weapons of mass destruction

WTO World Trade Organization