T5 B72 State Appropriations Fdr- Entire Contents- Crs Reports- Dos Info- 1st Pgs For Ref

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Congressional Research Service Documents on Federal Budi THE 0.22 PERCENT ACROSS-THE-BOARD CUT IN FY2001 APPROPRIATIONS. 6 pages. Updated May 31, 2001. Order No.: RS20758. THE 0.38 PERCENT ACROSS-THE-BOARD CUT IN FY2000 APPROPRIATIONS. 11 pages. February 25, 2000. Order No.: RL30443. 1997 RECONCILIATION BILL BUDGET TOTALS. 6 pages. October 31, 1997. Order No.: 97-983 E.

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ACROSS-THE-BOARD SPENDING CUTS IN OMNIBUS APPROPRIATIONS ACTS. 31 pages. Updated December 5, 2003. Order No.: RL32153. ADMINISTRATION APPROPRIATIONS REQUEST: JUSTICE. 1 pages. September 10, 2003. Order No.: BCJS-1002. THE ADMINISTRATION'S FY2000 BUDGET REQUEST FOR THE U.S. DEPARTMENT OF AGRICULTURE. 6 pages. February 4, 1999. Order No.: RS20046. THE ADMINISTRATION'S FY1997 RESEARCH AND DEVELOPMENT BUDGET. 2 pages. March 27, 1996. Order No.: 96-284 SPR. ADVANCE APPROPRIATIONS, FORWARD FUNDING, AND ADVANCE FUNDING. 2 pages. Updated February 12, 2001. Order No.: RS20441. AGENCY JUSTIFICATION OF THE PRESIDENT'S BUDGET. 2 pages. Updated August 29, 2003. Order No.: RS20268. AGRICULTURE AND THE BUDGET: COMMODITY CREDIT CORPORATION (CCC) SPENDING. 1 pages. December 3, 2001. Order No.: BA7012. AGRICULTURE AND THE BUDGET: CONGRESSIONAL ACTION. 3 pages. December 17, 2001. Order No.: BA-7013. AGRICULTURE AND THE BUDGET: OVERVIEW OF USDA SPENDING. 2 pages. December 3, 2001.

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Federal Budget - Congressional Research Service Documents

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Congressional Research Service Documents on j?edejral Budget THE 0.22 PERCENT ACROSS-THE-BOARD CUT IN FY2001 APPROPRIATIONS. 6 pages. Updated May 31, 2001. Order No.: RS20758. THE 0.38 PERCENT ACROSS-THE-BOARD CUT IN FY2000 APPROPRIATIONS. 11 pages. February 25, 2000. Order No.: RL30443. 1997 RECONCILIATION BILL BUDGET TOTALS. 6 pages. October 31, 1997. Order No.: 97-983 E.

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ACROSS-THE-BOARD SPENDING CUTS IN OMNIBUS APPROPRIATIONS ACTS. 31 pages. Updated December 5, 2003. Order No.: RL32153. ADMINISTRATION APPROPRIATIONS REQUEST: JUSTICE. 1 pages. September 10, 2003. Order No.: BCJS-1002. THE ADMINISTRATION'S FY2000 BUDGET REQUEST FOR THE U.S. DEPARTMENT OF AGRICULTURE. 6 pages. February 4, 1999. Order No.: RS20046. THE ADMINISTRATION'S FY1997 RESEARCH AND DEVELOPMENT BUDGET. 2 pages. March 27, 1996. Order No.: 96-284 SPR. ADVANCE APPROPRIATIONS, FORWARD FUNDING, AND ADVANCE FUNDING. 2 pages. Updated February 12, 2001. Order No.: RS20441. AGENCY JUSTIFICATION OF THE PRESIDENT'S BUDGET. 2 pages. Updated August 29, 2003. Order No.: RS20268. AGRICULTURE AND THE BUDGET: COMMODITY CREDIT CORPORATION (CCC) SPENDING. 1 pages. December 3,2001. Order No.: BA7012. AGRICULTURE AND THE BUDGET: CONGRESSIONAL ACTION. 3 pages. December 17, 2001. Order No.: BA-7013. AGRICULTURE AND THE BUDGET: OVERVIEW OF USDA SPENDING. 2 pages. December 3, 2001.

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^Appendix 4: Clinton Appointments, Principal Officers of the Department of State

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History of the Department of State During the Clinton Presidency (1993-2001) Released by the Office of the Historian, Bureau of Public Affairs Appendix 4: Clinton Appointments, Principal Officers of the Department of State

Secretary of State Title

Appointee

Status

Appointment Date

Secretary of State

Warren Christopher

Non-Career

January 20, 1993

Madeleine K. Albright

Non-Career

January 23, 1997

Title

Appointee

Status

Appointment Date

Deputy Secretary

Clifton R. Wharton, Jr.

Non-Career

January 27, 1993

Strobe Talbott

Non-Career

February 22, 1994

Title

Appointee

Status

Appointment Date

Under Secretary (Political Affairs)

Peter Tarnoff

Non-Career

March 11, 1993

Thomas R. Pickering

Career

May 27, 1997

Joan E. Spero

Non-Career

April 1,1 993

Stuart Eizenstat

Non-Career

May 27, 1997

Alan Phillip Larson

Career

November 22, 1999

J. Brian Atwood

Non-Career

April 1, 1993

Richard M. Moose

Non-Career

August 2, 1993

Bonnie R. Cohen

Non-Career

August 1, 1997

Deputy Secretary of State

Undersecretaries

Under Secretary (Economic and Agricultural Affairs)

Under Secretary (Management)

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01. The Department of State Leadership

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U.S. DEPARTMENT of STATE About the State Dept.

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History of the Department of State During the Clinton Presidency (1993-2001) Released by the Office of the Historian, Bureau of Public Affairs 01. The Department of State Leadership Secretary of State Warren Christopher Warren Christopher was sworn in as the nation's 63d Secretary of State on January 20, 1993. Christopher came to the Department of State with a deep background in government and foreign affairs. In the Kennedy administration, he had been Under Secretary of State George Ball's special envoy to sensitive textile trade talks in Tokyo; in the Johnson administration, he was Deputy Attorney General; and he served as Deputy Secretary of State during the Carter years. He also had a broad range of civic activities in Los Angeles, where he had practiced law for over 40 years. In 1965, he served as vice chairman of the McCone Commission, which investigated the events surrounding the Watts riots; and in 1992, he chaired the Christopher Commission, which investigated the Los Angeles Police Department in the wake of the Rodney King incident. Christopher also had a strong relationship with President Clinton. During the 1992 campaign, he served as one of Governor Clinton's foreign policy advisers. He also headed the Vice Presidential search process, leading to the selection of Al Gore as the Vice Presidential nominee (he returned to do the same for Vice President Gore during the 2000 presidential campaign, which led to the selection of Senator Joseph Lieberman). Christopher also led President-elect Clinton's 1992 transition team from Little Rock, Arkansas, during which he was asked to return to Foggy Bottom as Secretary of State. Secretary Christopher came to the State Department without an overarching, single-word doctrine for American foreign policy. He believed that in the post-Cold War era, challenges were too diverse to be summarized in a neatly tailored doctrine like "containment." Instead, he came into office guided by four broad principles, which he outlined during his confirmation hearings before the Senate Foreign Relations Committee in January 1993. (Document 1-1) Each principle addressed the fundamental challenges of post-Cold War international relations: the globalization of commerce and capital; the rise of new security threats like terrorism and weapons proliferation; global challenges like the environment, disease, and drug trafficking; protecting nascent democracies; and the problem of conflict-particularly intra-state conflict-fueled by ethnic and religious tensions. The principles Secretary Christopher articulated in 1993 provided the fundamental underpinning of the policies he pursued. First, he sought to recognize the multi-dimensionality and complexity of "security," stressing that economic and global interests like trade and the environment were just as important to American diplomacy as military security. That meant focusing on completing the GATT agreement and getting Senate approval of NAFTA, and assuring that opening markets abroad became a key aspect of American diplomacy. Second, Secretary Christopher stressed that maintaining America's military might was indispensable to successful diplomacy. He pointed out that the United States would confront a wide array of challenges, from civil war and ethnic conflicts to outright invasions and possible genocide, which might warrant the use of military force. While there was no single "magic formula" for when and how to use force under such conditions, he said that "the discreet and careful use of force in certain circumstances-and the credible threat in general-will be essential to the success of our diplomacy and foreign policy."

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of State Organization Chart

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Department of State Organization Chart [To print this organizational chart, please use the pdf version.]

United Stales Agency tor Inlemational Development

Representative to the United Nations Deputy Secretary of State

Undersecretary for Political Affairs

Under Secretary for Economic, Business, and Agricultural Affairs

East Asian 4 Pacific European and Eurasian Affairs

Near Eastern Aflairs

Soutti Asian

Western Hemisphere

Affairs

Under Secretary Arms Control and lnl"l Securi

Under Secretary for Public Diplomacy and Public Aflairs Educational and Cultural Affairs

Economic and Business Affaire

Dtptonutic AForag MMon*

Nonproliferation

International Information Proarams

Affairs

International Organization

Verification and Compliance

Legislative Affairs

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Undersecretary for emenl

Fweign Service Institute

Information Resource Management

Intelligence and Research

Resouce Management

Counterterrorism

4/14/2004

17. Personnel and Professional Development

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History of the Department of State During the Clinton Presidency (1993-2001) Released by the Office of the Historian, Bureau of Public Affairs 17. Personnel and Professional Development Human Resources TtW State Department's workforce changed substantially in size and composition from 1993 to 200$ in response tojdejcceasedjederal funding, thej^jouentin^ government program, the downsizing of federal agencies, the emergence^oTgToBlTrssues, the reorganization of the Department, and the,dramatic political events following the end of the Cold War. A table showing the Department's employment levels is at the end of this section. Recruitment and Personnel Reform Discussions took place on a strategic approach to recruitment that would provide the Department with a diverse, high caliber workforce able to adapt to the demands of rapidly evolving American interests abroad. Under the Department's "Co-op in Residence" program, the Bureau of Personnel hired students at New Mexico State University and Howard University to serve as part-time recruiters. IfiFelJruary 19941 Under Secretary for Management Richard Moose formed a Civil Service Advisory Group comprised of Department employees from all grades to advise on professional issues relevant to the Civil Service. Other initiatives undertaken by the new administration included the establishment by Director General Genta Hawkins Holmes of a Civil Service Career Development Design Team. As the Civil Service became more active, a 1994 election resulted in AFGE Local 1534 being chosen as the bargaining unit for Civil Service employees at the State Department. The restructuring of the foreign affairs agencies also created additional job mobility for Civil Service employees through greater opportunities for excursion tours, and career opportunities overseas for spouses also expanded. Responding to a Presidential executive order on federal-labor management relations, the Department and the American Foreign Service Association (AFSA) established a Labor-Management Partnership Council in 1993. A similar Partnership Council was formed at USIA with AFSA and the Civil Service Union AFGE. The partnership agreement at State resolved to "involve open sharing of information at the earliest pre-decisional state, thereby engendering mutual trust and respect and allowing the greatest participation in problem-solving, to better promote the Department's objectives." In September 1994, in accordance with Executive Order 12584 (1986), the Department began random drug testing in the Washington metro area. M November 1994,udge), the^Department proposed to accomplish, itejoals with 366 fewer positions than in the previous year. Position cuts were recommendeS"under e.ve'cy heacRrrg'TrrdlpTdniatic and consular programs with the exception of medical services^ which remained static. The goats of the downsizing were to "reduce staff and create a more flexible management structure, appropriate to the Department's foreign policy responsibilities with more authority at operations levels and more attention to goals and performance;" "right-size" the overseas structure while maintaining essential U.S.

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02. Management and Organizational Change

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History of the Department of State During the Clinton Presidency (19932001) Released by the Office of the Historian, Bureau of Public Affairs 02. Management and Organizational Change Introduction During the Clinton administration, the Department of modernization of management policies and systems.]

te underwent major organizational changes and the MeJ/yaj]£nj£Jtia5topher ML in response ice President Gore's National SfTThe Secretary's initiative included major f^ojmanee Review cal 3, the Secretary announced a reorganization1 plan management reforms in a number of areas. In February for the Department of State! A new Under Secretary for Global Affairs would oversee the Bureaus of Democracy, Human Rights, and Labor; Narcotics, Terrorism, and Crime; Population, Refugees, and Migration; and Oceans, Environment, and Science. A new Ambassador at Large would help manage policy towards the Newly Independent States of the former Soviet Union. The titles of two other Under Secretaries were broadened to "Arms Control and International Security" and "Economic, Business, and Agricultural Affairs." These and other organizational changes went formally into effect in May 1994. In January 1995, Secretary Christopher proposed a reorganization plan that would incorporate into the Department the U.S. Information Agency (USIA), the Arms Control and Disarmament Agency (ACDA), and the Agency for International Development. (AID). Secretary Christopher dealt with a number of issues involving modernization and reform of organizational' marragernent in the face~oTever-declining budgetary resources1! In 1993, the Department began a major modernization of information technology including new computerized information management systems, the consolidation of worldwide administrative support functions. It streamlined financial management systems and simplified reporting and analysis requirements from posts. The launching of Department's presence on the World Wide Web had a major impact on every aspect of the Department and the Foreign Service, from management to diplomatic communication to public affairs. The Secretary's Strategic Management Initiative encouraged personnel reforms, including team building, empowerment, delayering, and the National Foreign Affairs Training Center (NFATC), a major new training facility in Arlington, Virginia. The Bureau of Consular Affairs (CA) and the Bureau of Diplomatic Security (DS introduced operational efficiencies (see chapters IX and III, respectively). During Secretary Christopher's tenure, the Department reevaluated the U.S. overseas presence, and identified * 20 or 25 posts that could be closed* The Office of Foreign Buildings began the construction or rehabilitation of additional overseas buildings to meet new needs in response to the end of the Cold War, resource constraints, and terrorist threats. The Department took steps to improve working and living conditions in the Foreign Service. Secretary of State Madeleine Albright (1997-2001) continued the effort to reform and streamline the management of the Department of State and the Foreign Service. In April 1997, President announced plans to reorganize the Department of State and other foreign affairs agencies. The Arms Control and Disarmament Agency would be incorporated into the Department within one year; the U.S. Information Agency would be incorporated within 2 years. (These major changes are described below.) Certain administrative functions of the Agency for International Development would be transferred to State within two years, and the International Development Cooperation Agency (IDCA) would be abolished.

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03. Security Policies

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History of the Department of State During the Clinton Presidency (19932001) Released by the Office of the Historian, Bureau of Public Affairs 03. Security Policies Introduction "Security" is an elusive word that can have multifarious meanings. It can have social dimensions such as adequate food, clothing, and shelter. In the foreign policy area, security can also be conceived in economic and psychological terms. In this chapter, however, a major focus is the Department of State's initiatives to enhance the nation's physical (including military) security from hostile invasion or attack. These efforts also included efforts to make the international environment safer-for example, measures to combat international terrorist activity both at home and abroad. Moreover, security is not a static entity but depends on a definition which itself can be modified in response to changing circumstances over time. Thus while an expansive definition of national security might satisfy American's political leaders during the height of the Cold War confrontation with the Soviet Union and the worldwide communist threat, the end of the Cold War in the early 1990s required American decision-makers to reassess the external dangers to the nation's security. Heightened concerns about the threat of terrorist activity also prompted the Department of State to implement unprecedented security measures to ensure the physical safety of its employees and property in the United States and at its posts abroad. While strictly speaking not a national security problem, the issue was a persistent reminder during the Clinton administration that the nation's security began at home. Political-Military Matters The Department of State's Bureau of Political-Military Affairs (PM) played a critical role in helping the administration meet its foreign policy objectives, through implementing key parts of America's national security strategy. PM's achievements included promoting humanitarian demining; overseeing arms transfers, regional security, and defense trade controls; critical infrastructure protection; and leading planning efforts in dealing with crises. Removing the Threat of Landmines The U.S. Government's Humanitarian Demining Program supported President Clinton's goal of eliminating the threat of landmines to civilians by the year 2010 (the Demining 2010 Initiative launched by Secretary of State Albright and Secretary of Defense Cohen on October 31, 1997). (Document 111-1) Since 1993, the Humanitarian Demining Program, administered by the Department of State's Bureau of Political-Military Affairs, saved countless lives by assisting 37 countries on five continents in confronting the direct and indirect effects of landmines. U.S. humanitarian demining assistance reduced landmine casualties, restored agricultural land to productive use, helped refugees and internally displaced persons return to their homes, provided health care for mine victims and their families, and enhanced the political and economic stability of nations affected by landmines. The Humanitarian Demining Program also helped numerous countries develop an indigenous, selfsustaining demining capability.

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09. The Consular Function

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History of the Department of State During the Clinton Presidency (1993-2001) Released by the Office of the Historian, Bureau of Public Affairs 09. The Consular Function Introduction When American citizens come in contact with the Department of State, it is most likely with a consular employee. Consular sections at U.S. embassies and consulates provide a variety of essential services that ensure the protection of the interests of the United States and its citizens on the most fundamental level. The Bureau of Consular Affairs (CA) exists to assist Americans abroad, facilitate legitimate travel, and deter the travel of persons likely to remain illegally in the United States or to engage in activities harmful to our country. Consular employees issue millions of passports each year to American citizens, who make about 60 million trips abroad annually and whose relatives, friends, and employees obtained millions of U.S. visas. Consular officers visit citizens in the hospital or prison or call to report the death of a loved one overseas. Passports and Visas demand more than doubled during the Clinton adffifctba$on--from 3.2 million in 1992 to 7.4 million in 200 Visa ctemand also was strong, rising from 7 million mTWSto 9.5 million in 2000, fiespite the addition of eight countries to the Visa Waiver Program, which enabled citizens of participating countries to travel to the United States for tourism or business for 90 days or less without obtaining a U.S. visa in advance. Immigration and Naturalization Service statistics indicated that up to 18 million foreign nationals entered the United States each year underthe Visa Waiver Prograffn, accounting for approximately 5Sp«fcertlof all business and pleasure travelers. The program also allowed consular officials to concentrate on countries where fraud and other risks were higher. As workloads in passport agencies and consular sections of embassies and consulates grew in the mid-1990s, staffing remained static at best. Wh«n President Clinton took office, consular fee§ totaled about $400 million annually, and all fe.es were deposited i Enhancing U.S. Border Security and Services During the Clinton administration, significant changes in consular operations enhanced both U.S. border security and services to consular customers. The first change took place ot\J^.3&Jj8£^|when President Clinton signed the,£0iMgA.8tfeljen8 Authorization Act. Fiscal Years 1994 and 1995 (Public Law 103-236). S«&ion 140of that Act authorized the Secretary of State to charge and retain a fee for processing machinereadable visas. It was enacted in an effort to address weaknesses in U.S. border security identified in the aftermath of the bombing of the World Trade Center in New York on February 26,1993. The use of these fees allowed the Department of State to address a decade-long investment deficit affecting.consular services and made possible tha^j^StslB^reactiing changes in U.S. consular operations in the past 50 yearl. The Authorization Act required two fundamental changes in consular operations in exchange for granting feeretention authority: imptementation of an automated name-check system at all poste by the entf of FY 1995rmd of the machine-readable visa (MRV) program at all visa-issuing posts by the end pf FY 1996. The deficiencies in consular operations identified during the investigation of the World Trade Center bombing We're no secret. By 1993, the Department had made a strategic decision to replace outdated and vulnerable name-check systems and implement a more secure, machine-readable visa (MRV), but inadequate resources prevented the Bureau of Consular Affairs from implementing the necessary changes at more than a snail's pace. Using the funds from

http ://www. state. gov/r/pa/ho/pubs/8 525. htm

4/15/2004

ftPR.21.2004

2:57PM

NO.954

P.2/27

X^

Order Code RL30662

CRS Report for Congress Received through the CRS Web

Embassy Security: Background, Funding, and the Budget

Updated October 4, 2001

Susan B. Epstein Specialist in Foreign Policy and Trade Foreign Affairs, Defense, and Trade Division

Congressional Research Service & The Library of Congress

Order Code RL30926

CRS Report for Congress Received through the CRS Web

State Department and Related Agencies FY2002 Appropriations

Updated December 11, 2001

Susan B. Epstein Specialist in Foreign Policy and Trade Foreign Affairs, Defense, and Trade Division

Congressional Research Service «> The Library of Congress

Department of State Actual ($000)

FY1998

Diplomatic and Consular Programs

2,000,706 1,998,487 2,569,825 2,758,076 3,245,427

Consular Affairs Diplomatic Security Intelligence and Research

FY 1999

FY 2000

FY 2001

FY 2002

73,642 220.776 25,833

35,520 191,114 27.194

38,331 210,805 35,339

43,727 215,118 37.150

45.936 231,154 40,489

0

785,700

254,000

409,098

535,635 481.021

253,279

296,003

322,064

390,938

440,212

156,185 11,581 0

195.972 14,660 1,101

201.373 17,366 849

262,461 18,341 1.450

285.244 21,185 4,125

Diversity Lottery Fees Consular Affairs

3.716

3.855

4.322

3.199

4,200

FBI Fingerprint Fees Consular Affairs

2.746

120

1.180

217

350

235,467 236,289 232,357 205,774 0 785,700 28,295 25,833 494.479 1,255.236

245.206 228.171 254.000 36.188 763.565

Worldwide Security Upgrades Diplomatic Security Border Security Program Consular Affairs Diplomatic Security Intelligence and Research

Total Actuals Consular Affairs Diplomatic Security Worldwide Security Upgrades Intelligence and Research Total

1 r

309,604 335,730 233,459 252,339 409.098 535.635 38.600 44,614 990.761 1,168.318

FY 2003

FY 2004

Department of State Request ($000) Diplomatic and Consular Programs Consular Affairs Diplomatic Security Intelligence and Research

FY 2000

, FY 2004 I 2,175,090 2,177,400 2,583,772 2,691,325 3,217,405 3,466,023 ^3,516,843 FY1999

FY 1998

FY 2002

FY 2001

FY 2003

72,156 235,238 26,622

42,764 226,859 32,333

33,283 215,784 35,518

41,420 222,952 36,862

42,787 225,989 40,331

47,383 230,008 43,114

2,438 239,152 44,512

0 0

0 0

254,000 0

410,000 0

487,735 0

553,000 0

646,701 596,019

198,609

296,003

316,715

373,453

414,174

642,731

736,013

99,585 10,700 0

189,853 11,150 0

198,163 15,592 1,050

252,287 18,070 1,050

283,810 19,068 1,400

373,563 23,038 3,360

482,671 24,242 3,460

(Diversity Lottery Fees Consular Affairs

0

6,500

6,500

4,755

4,400

4,400

4,400

FBI Fingerprint Fees Consular Affairs

0

0

72

120

350

1,300

850

Affadavit of Support Fees Consular Affairs

0

0

0

0

9,000

0

8,000

171,741 245,938 0 26,622 444,301

239,117 238,009 0 32,333 509,459

238,018 231,376 254,000 36,568 759,962

Worldwide Security Upgrades Diplomatic Security Border Security Program Consular Affairs Diplomatic Security Intelligence and Research

Total Requests Consular Affairs Diplomatic Security Worldwide Security Upgrades Intelligence and Research Total

340,347 426,646 498,359 298,582 241,022 245,057 253,046 263,394 410,000 487,735 553,000 646,701 46,474 47,972 37,912 41,731 987,516 1,114,870 1,279,166 1 ,456,426

FY1998

Diplomatic and Consular Programs

2.175,090 2.177,400 2.583,772 2.691,325 3,217,405 3,466,023 3,516,843

Consular Affairs Diplomatic Security Intelligence and Research

FY1999

FY 2000

FY 2002

FY 2004

Department of State Request ($000)

FY 2001

FY 2003

72,156 235.238 26,622

42.764 226,859 32.333

33,283 215,784 35,518

41,420 222,952 36.862

42,787 225,989 40.331

47,383 230.008 43.114

2,438 239.152 44.512

0 0

0 0

254,000 0

410,000 0

487,735 0

553,000 0

646,701 596,019

198,609

296,003

316,715

373,453

414,174

642,731

736,013

99,585 10.700 0

189,853 11,150 0

198,163 15.592 1,050

252.287 18.070 1.050

283.810 19.068 1,400

373.563 23,038 3,360

482.671 24.242 3.460

Diversity Lottery Fees Consular Affairs

0

6.500

6.500

4,755

4,400

4,400

4,400

FBI Fingerprint Fees Consular Affairs

0

0

72

120

350

1.300

850

Affadavit of Support Fees Consular Affairs

0

0

0

0

9,000

0

8,000

171.741 245.938 0 26.622 444,301

239.117 238.009 0 32.333 509,459

238.018 231.376 254,000 36.568 759.962

Worldwide Security Upgrades Diplomatic Security Border Security Program Consular Affairs Diplomatic Security Intelligence and Research

Total Requests Consular Affairs Diplomatic Security Worldwide Security Upgrades Intelligence and Research Total

i r" 298,582 340.347 426.646 498.359 241,022 245,057 253,046 263.394 410.000 487.735 553,000 646,701 47,972 37.912 46,474 41.731 987.516 1.114.870 1.279.166 1.456.426

f

flPR.21.2004

3=02PM

NO.954

P.16/27

Order Code RL31370

CRS Report for Congress Received through the CRS Web

State Department and Related Agencies: FY2004 Appropriations and FY2005 Request

Updated April 16, 2004

Susan B. Epstein Specialist in Foreign Policy and Trade Foreign Affairs, Defense, and Trade Division

Congressional Research Service & The Library of Congress

Order Code RL31370

CRS Report for Congress Received through the CRS Web

State Department and Related Agencies: FY2003 Appropriations

April 12, 2002

Susan B. Epstein Specialist in Foreign Policy and Trade Foreign Affairs, Defense, and Trade Division

Congressional Research Service »> The Library of Congress

Order Code RL30591

CRS Report for Congress Received through the CRS Web

State Department and Related Agencies FY2001 Appropriations

Updated February 13, 2001

Susan B. Epstein Specialist in Foreign Policy and Trade Foreign Affairs, Defense, and Trade Division

Congressional Research Service • The Library of Congress

HUMAN RESOURCES

For 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 '01, we began to lay the foundations for our three-year Diplomatic Readiness Initiative that begins in FY '02. This initiative will rectify a severe workforce imbalance vis-a-vis our workload. During the 1990's, 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 '01. We met our FY '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 '02 budget request for these diplomatic readiness initiatives.

DIPLOMATIC READINESS PLATFORM —.

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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 "marketing" 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 "no 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's strategic planning and budgeting processes to ensure we were best aligning our human resources with the Administration's 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.

INTRODUCTION - HUMAN RESOURCES

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