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THE FOREIGN SERVICE JOURNAL

|

APRIL 2017

11

grams and agencies. Thus the second

seems best to me.

Economic development purists argue

that, if completely within State, long-

term development objectives would be

sidetracked in favor of short-term politi-

cal considerations more than they are at

present.

I wonder. It seems to me that being an

integral part of a powerful department

such as State could make development

consideration—both long- and short-

term—more cohesive, prominent and

stronger.

A well-staffed bureau responsible

for negotiating and managing hundreds

of millions of dollars of the taxpayers’

money should be able to swing great

weight in the department and achieve

reasonable balance between long- and

short-term considerations.

Moreover, operating costs would

decline by ending the overlaps men-

tioned above and eliminating USAID’s

separate management superstructure as

well as those of absorbed spigots.

There are also advantages in combin-

ing the current separate USAID and State

personnel systems. Development Foreign

Service officers and specialists would be

equivalent to economic, political and

consular officers and specialists, with the

same advantages and career possibilities.

One can envision development

specialists taking occasional out-of-cone

tours as economic officers and deputy

chiefs of mission, economic specialists

having tours as development program

officers and consular officers being

involved on the ground in managing

humanitarian relief operations.

Raymond Malley

USAID Senior FSO, retired

U.S. Air Force Reserve, retired

Hanover, New Hampshire, and

McLean, Virginia

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