Page 23 - FSJ - 070812

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J U LY - A U G U S T 2 0 1 2 / F O R E I G N S E R V I C E J O U R N A L
23
State remains hampered by the ab-
sence of a training reserve (often
called a float), seriously limiting the
numbers of personnel who can be
detached from regular duties for
longer-term instruction.
The department has made gen-
uine progress on defining the skills
officers must achieve through the
establishment of the Career Devel-
opment Program for generalists.
However, the success of this largely self-monitored ap-
proach remains difficult to assess. Assignments continue
to be made on the basis of the immediate needs of the
Service and staff preferences, without systemic reference
to long-term personnel development.
While Secretary of StateHillary RodhamClinton’sDiplo-
macy 3.0 initiative has achieved noticeable progress, adding
more than 4,000 positions to State andUSAIDover the past
three years, fewer than half of these have been in the func-
tions our study highlighted as in ur-
gent need of strengthening: crisis re-
sponse, public diplomacy and train-
ing.
Moreover, while Diplomacy 3.0
set a commendable goal of a 25-
percent increase in staffing and as-
sociated budget levels, State’s pre-
sentations to Congress have been
confined to listing detailed goals on
a yearly basis. The fact that the de-
partment has never articulated, much less defended,
longer-term staffing goals in the budget may well reflect
strictures from the Office of Management and Budget,
particularly in the current fiscal climate.
Whatever the reason, our
Foreign Affairs Budget for the
Future
is still the only document that has taken a long-term
approach to these issues, using specific benchmarks to jus-
tify the requested budget increases.
Even so, in some respects the FAB has been overtaken
F
OCUS
Our old models of mentoring
cannot stretch far enough
to provide the necessary
training and education
for the many new FSOs.