24. Human ResourcesFor the United States to maintain its role as a world leader in the 21st century, we must ensure that its foreign policy representatives - the people of the Department of State - are the best this nation has to offer. We must have the resources to attract, train, promote, and retain the very best employees. Stakeholders and top policymakers are rightfully concerned about our state of readiness. Our overarching goal is to get the right people, with the right skills, in the right place, at the right time. At the same time, demographic and economic changes present labor market challenges to all public sector agencies. In FY �, we began to lay the foundations for our three-year Diplomatic Readiness Initiative that begins in FY �. This initiative will rectify a severe workforce imbalance vis-�-vis our workload. During the 1990抯, we had to reduce our workforce while our workload expanded. During this time, shifting foreign policy priorities led to the opening of 40 posts and the closing of 42. These statistics are misleading however, as many of the posts closed were smaller Consulates whereas post openings included 14 new Embassies in the newly independent nations of the former Soviet Union, four in the new Balkan states, two in Southeast Asia and two in Africa. In the post Cold War environment, we have also assumed greatly expanded responsibilities in global, economic and regional stability issues, containment of infectious disease such as HIV/AIDS, countering narcotics trafficking, money laundering and illegal migration, and providing assistance in humanitarian disasters.
People
After years of downsizing, we began to hire above attrition in FY �/SPAN>01. We met our FY �/SPAN>01 targets for Foreign Service hiring and laid the foundations for our increased hiring of 1,158 additional Foreign and Civil Service employees over three years by establishing a Diplomatic Readiness Task Force to coordinate our recruitment efforts. Our three-year diplomatic readiness initiative will provide us with the additional personnel to fill vacancies, create a training float, provide bench strength to respond to crises and minimize staffing gaps. This plan was well received and we received Congressional support for our FY � budget request for these diplomatic readiness initiatives.
We directed resources at our long-neglected outreach programs and funded an aggressive advertising campaign and an exciting new interactive website. We revamped the Foreign Service Oral Exam, began to offer the written exam twice a year, and introduced alternative avenues to enter the Service. We partnered with Diplomatic Security to reduce times for security clearances and with the Foreign Service Institute to train the large influx of new hires. In September 2001, we increased the size of the FS Officer orientation program to accommodate larger classes of 90-plus junior officers.
Senior Leadership support has been critical. The Secretary has participated in the ad campaign and other senior officials are helping with outreach, generating press interest about our efforts. An unprecedented 23,000 plus applicants registered for the Foreign Service Written Exam and over 13,000 took it. We had more registrants for Consular career track than any other, partly due to our outreach to groups likely to be interested in this field and in better 搈arketing� of the career tracks. Our number of minority registrants and test takers reached the highest ever due to targeted outreach, advertising and intensive follow-up. The 搉o show� rate, although high, was predictable, as 90% of registrations were submitted on-line - a process that requires minimal commitment. In allocating these new people internally, we used our workforce planning tools and the Department抯 strategic planning and budgeting processes to ensure we were best aligning our human resources with the Administration抯 priorities.
On the Civil Service side, we have approached upcoming deficits from all angles. We hired 300 temporary employees to meet immediate staffing gaps. We brought on board an unprecedented number of Presidential Management Interns - our future Civil Service managers. We created a Career Entry Program to develop talent in certain deficit skills and accepted 19 employees into this vigorous two-year training program. And we selected a new crop of future Senior Executive Service candidates who will be trained and mentored through the process of attaining the next level of leadership responsibility.
Our strategies do not end with recruiting for the best people. We have to keep them and deploy them effectively. For example, to encourage our most experienced personnel to serve overseas late in their careers, the Department, working with OPM, gained Administration support to propose a 搒upplemental payment� provision to Congress to rectify an existing financial disincentive for FS employees to serve overseas immediately before retiring. Similarly, OPM and the Federal CIO council have hailed our IT recruitment and retention initiatives as a 揵est practice� for emulation by other agencies.
In FY �, we instituted a Service Need Differential (SND) pilot program. Under this program, employees committing to a three-year Tour of Duty at select hardship posts will receive an additional 15 percent of base pay. The SND program met its recruitment goals in 2001. Three more posts have been added to the program for a total of 41 for 2002. To increase incentives for employees to bid on differential posts, we implemented the Fair Share program in FY �. Bidders may bid on certain one-grade stretch assignments at 15 percent and higher differential posts.
In FY �, we also changed the standard tour of duty at non-differential posts from three to four years allowing our diplomats to deepen their understanding of the countries they serve in and take fuller advantage of language and other training. Longer tours will also ease some of the burden on our families of frequent moves and provide cost savings to the Department.
Even with these efforts, we still face large numbers of Foreign Service vacancies. We continue to send Civil Service employees overseas on developmental assignments to fill Mission gaps. In FY �, we assigned forty-six Civil Service employees to hard-to-fill jobs overseas. We have opened some hard-to-fill jobs in Washington to qualified spouses to fill immediate needs.
Underpinning our recruitment and hiring is workforce planning. In FY � we began work on a Domestic Staffing Model to complement our Overseas Staffing Model which will form a comprehensive workforce planning tool. The Domestic Staffing Model will be completed in FY �.
We completed the overseas classification review of the new Public Diplomacy cone creating criteria consistent with those used for other generalist cones and aligned the PD grade structure with counterpart positions overseas. We also completed a classification review of overseas Security positions taking into account changes in overseas programs and levels of threat since the last review.
A review of Information Management Officer (IMO) positions at our largest embassies was conducted to determine if there was a need to have senior level (OC) positions to manage the IT programs at those posts. Six posts were identified for upgrade of their IMO positions to the OC level.
Finally, we improved our personnel computer systems FY �. We:
�SPAN style="FONT: 7pt 'Times New Roman'"> Attained official certification for GEMS from the Office of Personnel Management (OPM), one of the first OPM certifications for a commercial-off-the-shelf (COTS) PeopleSoft Federal HRMS implementation;
�SPAN style="FONT: 7pt 'Times New Roman'"> Implemented a Resume Builder application to augment the Foreign Service assignment management and bidding management process areas;
�SPAN style="FONT: 7pt 'Times New Roman'"> Implemented Workforce planning modules to simulate staffing changes throughout the Foreign Service;
�SPAN style="FONT: 7pt 'Times New Roman'"> Established real time access to HR information for the Department HR specialists, facilitating compliance with the Government Paperwork Reduction Act of 1985;
�SPAN style="FONT: 7pt 'Times New Roman'"> Completed the redesign of the HR Intranet Web site; and
�SPAN style="FONT: 7pt 'Times New Roman'"> Replaced the paper-intensive selection board process with a reengineered web based electronic imaging system.
Training and Professional Development
As the Department抯 trainer, the Foreign Service Institute during 2001 continued development of vigorous new Leadership and Management School programs including piloting mandatory leadership/management training; completed crisis management exercises at 256 overseas posts and began the second cycle of this worldwide training; and continued efforts to expand training opportunities for Foreign Service Nationals and other locally employed staff overseas. FSI exploited new training technologies to broaden training opportunities beyond the traditional classroom including Internet -based distance learning, development of new multimedia programs and tools for foreign language learning, orientation programs for locally employed staff abroad, professional tradecraft, and crisis management training. Overall, the Institute has provided over 2 million hours of training to ensure an ongoing level of professional development to support the Department抯 hiring and assignments plan, as shown in the performance indicators.
State Department senior management has decided that we must make leadership and management training mandatory for career advancement, a best practice in the leading public and private sector organizations. In FY �, as part of our Diplomatic Readiness Plan, the Director General charged her staff with developing an integrated approach to mandatory training for all supervisors and managers to be implemented in FY �, and working with FSI抯 Leadership and Management School (LMS) to pilot leadership and management training. LMS has expanded its curriculum to meet the Secretary抯 goal of preparing future leaders, revised its L/M Training Continuum, incorporated the Ambassadorial Seminar into the School, and launched a Special Embassy program (SEP) training initiative to provide customized, on-site training tailored to small post operations.
In FY �, FSI issued a Training Continuum for Foreign Service Generalists which provides guidelines for training in professional skills and leadership and management. We completed and issued it抯 counterpart for Civil Service employees in FY �.
FSI抯 School of Language Studies (SLS) continued to provide job-related language training, including an increased amount of language training to junior officers. In addition, SLS designed, developed and implemented reading maintenance courses in French, Spanish and Portuguese; developed three computer-based learning products in Russian, Chinese and Greek; and provided funding and advice to posts for implementing Congressionally mandated Post Language Program initiatives. To encourage the study of 揾ard� and critical languages, we are continuing Language Incentive Pay which provides financial bonuses to people who use these languages at post, serve repeat tours, and achieve scores of 4/4 or higher. Under the out-year language program, we continue to advertise the opening of select positions a year or more in advance to provide adequate time for interested bidders to learn the language. In calendar year 2000, 83 percent of employees assigned to language designated positions (LDPs) were fully qualified or had time to acquire the language at FSI.
FSI抯 School of Professional and Area Studies has established new economic courses on trade dispute resolution and trade agreement compliance, and developed a continuum of energy courses in cooperation with the Departments of Energy and Commerce.
FSI抯 School of Applied Information Technology (SAIT) opened a second Sylvan Prometric Testing Center located at our National Foreign Affairs Training Center (NFATC) in Arlington, VA, which allows our IT professionals to take nationally recognized standard certification tests in a wide variety of technical subjects. SAIT has also migrated systems courses to align with standard national certifications awarded in the subject matter. The Information Technology Skills Incentive Program instituted in 2000 has been very successful, and has resulted in about 45% of State抯 IT professionals receiving a retention/incentive allowance based upon their attainment of professional certifications in the IT field. Only 12% of our employees qualified at the beginning of the program. The Department received a 揵est practice� designation in the federal government for our professional skills program for IT personnel.
In FY �, we institutionalized our support for and working relationship with the U.S. private sector by making the FSI Security Overseas Seminar available to members of the American corporate community.
In FY � we also completed a 360-degree rating pilot that allows employees to self-select colleagues for anonymous feedback on the employee抯 leadership and management skills. Over 2800 employees participated. Management is looking into expanding this program in 2002.
As of the end of FY �, 1,055 CS employees had expressed interest in developing their leadership competencies by participating in the Leadership Competency Development Initiative (LCDI). In FY �, we assembled a Civil Service Advisory Group to revise the 360 Feedback Program to include more of the OPM leadership competencies. In addition, we conducted 14 three-hour workshops and two one-hour briefings for CS employees to develop Individual Development Plans (IDPs). We also distributed written guidance on IDP preparation.
A Supportive Work Environment
The development of employee friendly programs that reflect the new 21st century workplace is essential in the recruitment and retention of a strong workforce. In FY �, we made a lot of progress on new initiatives.
�SPAN style="FONT: 7pt 'Times New Roman'"> We opened a new childcare center at the Foreign Service Institute.
�SPAN style="FONT: 7pt 'Times New Roman'"> With increased Eldercare and Lifecare program benefits, we are assisting employees with family issues outside the workplace that can impact their work performance
�SPAN style="FONT: 7pt 'Times New Roman'"> We assisted 75 foreign born spouses through the expeditious naturalization process to become U.S. citizens.
�SPAN style="FONT: 7pt 'Times New Roman'"> We developed a new HIV/AIDS policy for locally employed staff (LES) eliminating preemployment screening of prospective employees and periodic post-hiring testing. The policy also allows increased health benefits for treatment of HIV/AIDs beyond local compensation plan levels and makes available education and prevention programs to all employees.
�SPAN style="FONT: 7pt 'Times New Roman'"> We developed the Retirement Calculator, which will enable about 87% of our employees to calculate their own annuity computations from their desk over the Department抯 Intranet.
�SPAN style="FONT: 7pt 'Times New Roman'"> We made hard-to-fill positions available to eligible family members (EFMs). Thirteen EFMs were assigned to overseas hard-to-fill positions and seven to domestic. We enrolled 158 EFMs in consular and functional training to prepare them for positions at our overseas missions.
�SPAN style="FONT: 7pt 'Times New Roman'"> We honored our commitment to assign new-hire tandems to the same post. Assigning tandems together, when they want that, is a top priority for our Entry Level Division. We are successful in nearly 100% of the cases.
�SPAN style="FONT: 7pt 'Times New Roman'"> We introduced new Family Member Employment Report (FAMER) software enabling posts to make family member employment data available via the Intranet and place employment opportunities on a jobs bulletin board. The FAMER Web site averages 400 visits a month.
�SPAN style="FONT: 7pt 'Times New Roman'"> We inaugurated a pilot project in Mexico to identify employment opportunities for EFMs accompanying State Department employees assigned overseas. We plan to expand the Spousal Network Assistance Program in FY �SPAN style="LETTER-SPACING: -0.2pt">02 to 10 posts.
�SPAN style="FONT: 7pt 'Times New Roman'"> We raised the lodging portion of the allowance paid to evacuees so they receive 100% of the allowance for the entire period of the evacuation.
�SPAN style="FONT: 7pt 'Times New Roman'"> We increased the amounts of the lump-sum transfer allowances to reflect increases due to inflation.
�SPAN style="FONT: 7pt 'Times New Roman'"> We revised rest and recuperation travel regulations to permit travelers to select any location in the continental U.S. as their destination, rather than a limited number of specific ports of entry.
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National Interest |
Diplomatic Readiness Platform |
Performance Goal # |
HR-01 |
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Strategic Goal |
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Human Resources -The Right People |
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Outcome Desired |
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An optimum number, distribution, and configuration of the Department of State's workforce both domestic and overseas in response to the foreign policy priorities identified in the strategic plan. |
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Performance Goal |
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The Department will hire and retain an adequate number of talented, diverse Foreign and Civil Service and Foreign Service National employees. |
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In FY � the Department of State exceeded the established performance goals. We employed a full range of strategies to meet our recruitment and hiring goals and set the stage for FY �.
We targeted recruitment, increased outreach to job candidates, and developed new advertising and Web sites. Senior management led the effort. The Secretary participated in the 2001 ad campaign and senior officials assisted with direct outreach efforts generating press interest and stories about our efforts. This full court press produced an unprecedented 23,000 plus registrants for the Foreign Service Written Exam and over 13,000 takers - a 63 percent increase over the 2000 exam. Our minority registrants and test takers reached the highest numbers ever due to our targeted outreach and advertising campaigns and intensive follow-up. The 搉o show� rate, although high, was predictable due to the fact that 90 percent of applicants registered on-line - a process that doesn抰 require a lot of commitment. In allocating new people internally, we used workforce planning tools and the Department抯 strategic plan to ensure that human resources are aligned with the Administration抯 priorities.
We also made progress in FY � towards completing a comprehensive workforce plan. The Domestic Staffing Model, under development, will be completed in FY � and will complement the Overseas Staffing Model. The Secretary secured Administration approval for the three-year Diplomatic Readiness Initiative which calls for the hiring of 1,158 personnel above attrition to fill vacancies, allow a training float, provide sufficient bench strength to respond to crises, and minimize staffing gaps. We have received Congressional support for the FY � budget for our human resources diplomatic readiness goals.
These planning models are part of our overall workforce planning process, which begins with the setting of priorities through the strategic planning and budgeting process. This process ensures that the Department抯 staffing is the right size for its mission. The Office of Management and Budget (OMB) has incorporated interagency right-sizing overseas as one of the initiatives in the President's Management Agenda. The Department is working with OMB to ensure this initiative is successfully implemented. In addition, the General Accounting Office (GAO) has underway a right-sizing review of the U.S. Mission in France. The GAO has informed us that, as part of its work, it is seeking to develop a methodology that can be applied at other posts. We understand that GAO anticipates issuing its report in June 2002.
We continue our work on establishing a global FSN retirement plan for locally employed staff in countries without viable Local Social Security Systems (LSSS). We are in the final stages of selecting a U.S. bank to hold the fund. We hope to finalize discussions with Treasury, IRS, and OMB and both pilot and roll out the plan to affected posts in FY �. |
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In FY �, we have actively engaged with counterparts in the other Foreign Service agencies and with OPM and OMB on many legislative initiatives to improve the quality of life for our employees. We will be continuing this cooperative approach to forwarding family and employee friendly policies in the workplace.
Performance Indicators. Our performance indicators for FY � are all measures of outcomes. We are reviewing these performance indicators versus possible alternate measures for our FY � plan submission to determine their relevance to our priority objectives.
For the FY � indicators, we feel numbers of applicants appropriately measure the success of our outreach efforts in recruitment and hiring. We will be looking at objective measures in the future to gauge how well our strategies to target specific groups with specific skill sets have been. We have found that resignation rates do not reveal how well we are doing with our human resources strategies since we have historically had low resignation rates. We are considering instituting an annual employee survey that would gauge attitudes about management. |
Performance Indicator |
FY �/SPAN>00 Baseline |
FY � Target |
FY � Actual |
Number of registrants for the Foreign Service Written Exam, the Alternate Exam Program and Student and Specialist Programs |
FSWE 13,667
(Takers of FSWE: 8000)
AEP 578
Student 1,450
Specialist 3,028
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FSWE 14,000
AEP 600
Student 1,480
Specialist 3,100 |
FSWE 23,459
(FSWE Takers: 13,000)
AEP 845
Student 1787
Specialist 3695 |
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Hiring levels (to meet expanding priorities and mandates and to provide a training float.) |
Hiring to attrition
(Approx. 800) |
Hiring to attrition
(Approx. 800) |
Overall Hiring:
504 Foreign Service
351 Civil Service
Hiring to attrition:
229 FSOs
87 Specialists
351 Civil Service
Hiring above attrition:
Security Officers & Engineers: 101
IT- IMS & IMTS: 87 |
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Foreign Service and Civil Service resignation rates. |
FS generalists 1.1%
FS specialists 1.2%
CS full time 1.8% |
FS generalists 1.1%
FS specialists 1.2%
CS full time 1.8% |
FS generalists .67%
FS specialists 1.06%
CS full time 1.79% |
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Verification |
Date Source: HR/REE, HR/RMA Data Storage: HR/REE, GEMS Frequency: annual |
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Lead & Partners |
Bureau of Human Resources and all offices with domestic and overseas staffing requirements |
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National Interest |
Diplomatic Readiness Platform |
Performance Goal # |
HR-02 |
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Strategic Goal |
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Human Resources - Training and Professional Development |
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Outcome Desired |
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A foreign affairs workforce with the highest quality leadership, management, substantive, technical, and language skills essential to accomplish the foreign policy objectives in the strategic plan. |
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Performance Goal |
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Develop and implement training and professional development programs and make them available to all full time employees throughout their careers. |
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FY � RESULTS AS OF 9/30/01
We believe that our efforts are changing the corporate culture to one that regards training as necessary. We have laid a foundation with our request for additional personnel to establish a training float and our plans for mandatory training.
During FY � the Department of State抯 Foreign Service Institute provided:
�SPAN style="FONT: 7pt 'Times New Roman'"> 1,112,000 hours of language training.
�SPAN style="FONT: 7pt 'Times New Roman'"> 126,000 hours of leadership/management training.
�SPAN style="FONT: 7pt 'Times New Roman'"> 696,600 hours of professional/tradecraft and areas studies training.
�SPAN style="FONT: 7pt 'Times New Roman'"> 53,000 hours of IT training to end-users and about 178,000 for IM Specialists.
In addition, we completed overseas Crisis Management training on-site at all 256 overseas posts.
83% of language-qualified employees were assigned to language designated positions, improving on the FY � baseline.
We did not reach our Civil Service and FSN development/training targets, although we were able to employ a variety of strategies to ensure that training is more integrated into all of our personnel systems.
Evaluation of measures:
�SPAN style="FONT: 7pt 'Times New Roman'"> Our LCDI measure indicates that we did not increase CS participation in the LCDI to our satisfaction. We believe we need to change our measure to tie the completion and use of individual development plans (IDPs) to funded training. Measuring participation in LCDI is not the best indicator of its success because initial participation is only an indicator of interest. Measuring how many of those who participate complete an IDP would be a better measure.
�SPAN style="FONT: 7pt 'Times New Roman'"> The measure of language assignments is an appropriate measure of outcome. It measures how well our assignment system - given constraints of staffing levels - meets language requirements for positions.
�SPAN style="FONT: 7pt 'Times New Roman'"> Reported FSN crisis management training number is below FY � target. Crisis management exercise schedule is established on a regional/post basis and FSI does not control the number of FSNs or which FSNs participate in the exercise. The number of enrollments in FSN crisis management training though does provide an appropriate measure of how many FSNs are exposed to training, enhancing posts� overall preparedness. |
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FY � RESULTS AS OF 9/30/01 (cont抎)
In FY �, we plan to:
�SPAN style="FONT: 7pt 'Times New Roman'"> Institute mandatory training, including leadership/management training.
�SPAN style="FONT: 7pt 'Times New Roman'"> Expand the 360-degree program to all employees enrolled in mandatory leadership/management.
�SPAN style="FONT: 7pt 'Times New Roman'"> Fully meet the increased demand for training particularly for new hires brought under the Diplomatic Readiness Initiative in the areas of orientation programs, languages/area studies, information management, tradecraft training, and leadership/management.
�SPAN style="FONT: 7pt 'Times New Roman'"> Continue development of multimedia distance learning tools and products in foreign languages and professional tradecraft, crisis management, and leadership/management.
�SPAN style="FONT: 7pt 'Times New Roman'"> Continue to make available Foreign Service National training opportunities, both in Washington DC and through distance learning.
�SPAN style="FONT: 7pt 'Times New Roman'"> Strengthen leadership/management training programs, including incorporation of a 360-Assessment program, expansion of customized overseas training like the SEP initiative, and continuation of the second cycle of worldwide Crisis Management Exercises.
�SPAN style="FONT: 7pt 'Times New Roman'"> Issue a training continua for Civil Service Employees, Administrative Specialists, Office Management Specialists, and Foreign Service Nationals. |
Performance Indicator |
FY � Baseline |
FY � Target |
FY � Actual |
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Number of Civil Service employees in career development program |
1,040 |
5% increase |
1,055 |
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Percentage of language students who are assigned for at least the recommended amount of time and who meet their training goal |
66% |
Maintain/improve current rate |
(For Calendar year 2000)
83% assigned to LDPs were fully qualified |
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Number of Foreign Service nationals (FSNs) trained in crisis management. |
1,123 |
1,623 |
1,487 |
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Verification |
Frequency: annual |
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Lead & Partners |
Bureau of Human Resources, Foreign Service Institute, and all bureaus of the Department of State |
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National Interest |
Diplomatic Readiness Platform |
Performance Goal # |
HR-02 |
Strategic Goal |
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Human Resources -Training and Professional Development - Foreign Service Institute |
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Outcome Desired |
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An infrastructure that allows FSI to provide efficient and effective management and delivery of training services. |
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Performance Goal |
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FSI is configured and equipped to provide the full range of FSI distance-learning offerings and support via at least two delivery systems to every post/facility worldwide by the end of FY �/SPAN>02, and the National Foreign Affairs Training Center (NFATC) is adequate to support staff and student needs. |
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FY � Results as of 9/30/01
In FY �, FSI progressed with its two-prong plan to ensure the appropriate infrastructure exists to meet training needs at the National Foreign Affairs Training Center and to expand distance learning opportunities beyond the schoolhouse. The distance learning plan requires an IT backbone sufficient to take advantage of current and projected distance learning technologies, including the replacement of antiquated analog equipment with current and projected digital standards. NFATC must also maintain the physical capacity to meet new Washington D.C.-based training demands including our new mandatory training requirements and accommodating an increase of students resulting from the Department抯 ambitious Diplomatic Readiness Hiring Initiative. We have been mostly successful in our objectives although progress on physically expanding NFATC has been delayed due to funding issues.
FY � Objectives:
�SPAN style="FONT: 7pt 'Times New Roman'"> Upgrade of analog multimedia laboratories to digital
Our multimedia labs, installed in 1993, use outdated analog technology and require updating to a digital platform to avoid obsolescence and accommodate modern learning technologies/tools that can expand training opportunities. Our goal to replace equipment in the first of three labs in FY � was successful. We plan to replace the other two labs in FY � and FY �.
�SPAN style="FONT: 7pt 'Times New Roman'"> Formal capacity review of National Foreign Affairs Training Center
Department of State training requirements call for more classes/bigger classes. FSI is outgrowing space at NFATC, which was built in 1993 and configured for a lower training demand. We plan to initiate a formal overall space capacity study to identify and validate additional space requirements. In the interim, we have conducted internal studies to meet current and projected training space needs by maximizing existing spaces. In FY �, we conducted an internal study of classroom use over the last 3 years, began identifying possible short-term lease space for classrooms and completed an analysis of the Junior Officer orientation classrooms and office space utilization. FMP is seeking to have unobligated prior year funding balances from the USIA integration earmarked to fund a full-space study and new construction-related costs given the impact on training and NFATC space requirements following the consolidation of USIA and State. |
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FY � Results as of 9/30/01
�SPAN style="FONT: 7pt 'Times New Roman'"> Our formal capacity review/study of NFATC was not initiated in FY �. The timeframe for the study has moved to FY � or FY �, depending on when FMP can reprogram USIA prior year balances and/or identify alternative funding source. The performance measure has been adjusted to reflect this.
�SPAN style="FONT: 7pt 'Times New Roman'"> Our FY � progress in updating our multimedia labs was fully successful.
Evaluation of Measures:
�SPAN style="FONT: 7pt 'Times New Roman'"> Conducting a formal space/capacity review represents an acceptable measure to our progress on expanding our space at NFATC. The results of the review will provide a better measure of NFATC infrastructure readiness and adequateness.
In FY �, we plan to:
�SPAN style="FONT: 7pt 'Times New Roman'"> Validate requirements and research replacements of old analog AV studio systems with digital technology.
�SPAN style="FONT: 7pt 'Times New Roman'"> Validate requirements and research replacements to upgrade old NFATC MATV system to digital.
�SPAN style="FONT: 7pt 'Times New Roman'"> Validate requirements, prepare a statement of work and schedule to upgrade FSI corporate applications including a training management system.
�SPAN style="FONT: 7pt 'Times New Roman'"> Validate requirements and begin to acquire and install upgrades to FSI network infrastructure.
�SPAN style="FONT: 7pt 'Times New Roman'"> Based on funding from the DRHI, renovate/rebuild parts of the NFATC facility or lease appropriate short-term space for classes off the NFATC campus to meet higher training demand resulting from the initiative. |
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FY �B>00 Actual |
FY �B>01 Target |
FY �/SPAN>01 Actual |
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Status of upgrade of analog multimedia laboratories (installed in 1993) to digital |
Digital lab not in operation. |
First digital lab in operation. |
Second lab operational in Sept. 2001. |
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Formal capacity review |
Review necessary. |
Review initiated.
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Review of Junior Officer orientation space initiated. Full study is pending approval of request to utilize USIA prior year unobligated balances to fund space analysis of FSI/NFATC and construction. |
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Verification |
Source: Distance-Learning Working Group Minutes, Facility Review Plan
Validation: adherence to schedule and budget |
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Country |
United States |
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Complementary U.S. Government Activities (non-Department of State) |
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Lead Agency |
Department of State: M/FSI/EX/IRM; IRM (and through IRM, DTS-PO on network and bandwidth issues for the virtual laboratory), collaboration with A on the capacity review, and renovations. |
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National Interest |
Diplomatic Readiness Platform |
Performance Goal # |
HR-03 |
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Strategic Goal |
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Human Resources - Work-Life Environment |
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Outcome Desired |
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A positive work-life environment that permits a balanced lifestyle and, thus, fosters the recruitment, hiring, and retention of talented personnel. |
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Performance Goal |
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Maintain current work-life programs and introduce new programs to improve the quality of the workplace for all employees, and to improve the quality of the lives of Foreign Service employees and their dependents serving abroad. |
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In FY �, the Department of State implemented a variety of programs that have positively impacted employees� lives. We have received overwhelmingly positive responses to our new programs like Eldercare, Lifecare, childcare, and Metrocheck transit benefits. We have also made progress in expanding employment opportunities for our eligible family members through filling hard-to-fill positions, placing family members� resumes and available job information on a central Intranet Web site and piloting a headhunting program in Mexico City to assist spouses with finding employment. We plan to expand the Spousal Network Assistance program in FY � to an additional 10 posts. We have also increased certain allowances for employees assigned overseas and will continue reviewing allowances and benefits available to employees . In FY �, we also plan to expand medical facilities abroad and implement a Student Loan Repayment Program.
Evaluation of Measures.
The measure of resignation rates is not particularly revealing of how well we are doing with our human resources strategies. We have had and continue to have low resignation rates. As a new performance measure, we are considering instituting an annual employee survey that would give feedback to management.
One measure we are considering is workload statistics from the Family Liaison Office (M/DGHR/FLO). In FY �, M/DGHR/FLO processed 16,735 client interactions (employees and family members) regarding employment, education, and crisis management advice and referral. This number represents a significant commitment from the Department to a supportive work environment. |
Performance Indicator |
FY � Baseline |
FY � Target |
FY � Actual |
Foreign Service and Civil Service resignation rates |
FS generalists 1.1%
CS full time 1.8% |
FS generalists 1.1%
CS full time 1.8% |
FS generalists .67%
FS specialists 1.06%
CS full time 1.79% |
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Verification |
Data Source: GEMS
Data Storage: GEMS
Frequency: Annually |
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Lead and Partners |
Department of State: Bureau of Human Resources, Office of Medical Services, Bureau of Administration |
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