this should scare the crap out of you! leading through civilian power nov2010

8/7/2019 This Should Scare the Crap Out of YOU! Leading Through Civilian Power Nov2010

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Leading through

Civilian Power2010 Quadrennial Diplomacy& Development Review

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QDDRQuadrennial Diplomacy

& Development Review

Overview

Consultation Draft

2010 2014 2018 2022

November 2010


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To lead in this new century, we must

often lead in new ways.

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To advance American interests and values and to lead other

nations in solving shared problems in the 21st century, we

must rely on our diplomats and development experts as thefirst face of American power.

We must lead through civilian power.

Secretary of State Hillary Rodham Clinton

September 8, 2010

CONSULTATION DRAFT/NODIS


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Secretary Clinton launched the Quadrennial Diplomacy andDevelopment Review (QDDR) to improve the efficiency andeffectiveness of State and USAID in delivering results for theAmerican taxpayer, by modernizing their capabilities andaligning their efforts as core pillars of Americas civilian power

The QDDR began fourteen months ago. Many recommendedchanges are already underway; others will be implementedover the coming years

The QDDR is an ongoing commitment to review, right-size andinstitutionalize reform. The Report commits to the QDDR as aquadrennial exercise at State and USAID

What is the QDDR?

4CONSULTATION DRAFT/NODIS


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Emergence of new centers of influence

Diffusion of economic power

A New Geopolitical andGeoeconomic Landscape

As new partners

As new threats

Diffusion of Power to Non-State Actors

36 active conflicts, 55 fragile states

Acute natural disasters and humanitarian emergencies

Military and civilian missions increasingly overlap

Growing Costs of ConflictCrisis, and State Weakness

Technological innovation

New connectivity

Evolving role of public opinion

The Pace of Global Events Has

Accelerated

Increasingly states domestic government agencies are increasinglyworking abroad to fulfill mandate

The Line Between Domesticand International Politics has

Blurred

Trends Reshaping the Global Landscape



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Diplomacy and development must be mutually reinforcingEffective Civilian Power

Responding to global challenges requires civilians to move beyondthe Embassy and into the field, carrying out programs, and engagingwith diverse sectors of the population on the ground

Global Civilian Operations

Embracing and leveraging the contributions of all U.S. agenciesoperating overseas and coordinating their efforts in-country

A New Approach toInteragency Collaboration

Anticipating, preventing and responding with flexible, rapid and

integrated capabilities

Adapt and Thrive in a Rapidly

Changing World

Consolidating, streamlining and identifying efficiencies in currentoperations

Measuring success of outcomes, not inputs

Aligning personnel and procurement with strategic objectives

Focus on Cost-Effectivenessand Results

QDDR Driving Ideas



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Adapting Diplomacy to Meet 21st CenturyChallenges



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Challenge

The current international order was created for the world of 1945

Diplomacy, today, has become more complicated:

Ideological blocs have dissolved requiring greater engagement ofindividual states

Emerging powers influence global affairs

Regional organizations are on the rise

International organizations have proliferated: new institutionsneed clear direction; existing institutions need updating andreform

Virtually every nation has the technological and political meansto make its voice heard and its power felt

QDDR Response

Lead and institutionalize Strategic Dialogues withemerging powers

Enhance regional capabilities through designatedregional hubs and issue-specific experts engagingregional organizations

Reform and deliver results through multilateralinstitutions by elevating multilateral affairs inregional bureaus and linking bilateral, multilateraland regional diplomacy

Building a New Global Architecture of Cooperation

8CONSULTATION DRAFT/NODISAdapting Diplomacy to Meet 21st Century Challenges


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Challenge

A striking aspect of the diplomatic landscape today is theexpanding role government agencies play overseas

Breadth and depth of expertise across the interagency is

a potent force for U.S. foreign policy

To be effective, the international efforts of diverseagencies must be coordinated and complementary

QDDR Response

Empower and hold accountable Chiefs of Mission asCEOs of multi-agency missions and engage them in high-level interagency decision-making in Washington

Develop a response framework that outlines interagencyroles and responsibilities and procedures for planningand responding to crisis

Draw on the skills and expertise of other agencies beforeturning to contractors

A New Approach to Interagency Collaboration



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Challenge

Transnational issues (e.g., energy,economics, human security)overlap multiple bureaus

Insufficient internal coordinationacross issues limits our ability toadvance objectives in Washingtonand overseas

The changing global context andtodays pressing challenges requirea different approach and distinct

capabilities

QDDR Response

To streamline operations and improve outcomes consolidate functional issuesand realign bureaus

Consolidate human security functions: Reorganize to establish the Office of the

Under Secretary for Civilian Security, Democracy, and Human Rights

Consolidate transnational issues: Reorganize to establish the Office of theUnder Secretary for Economic Growth, Energy, and Environmental Affairs

Prioritize energyincluding energy security and energy accessbyconsolidating all energy matters into a Bureau of International Energy Affairs

Increase focus on the use of illicit financial networks by consolidating effortsunder a Special Coordinator for Sanctions and Illicit Finance

Organizing the State Department to Address

21st Century Challenges

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Adapting Diplomacy to Meet 21st Century ChallengesCONSULTATION DRAFT/NODIS


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Deputy Secretary of StateD(L)

Secretary of State(S)

Executive Secretariat

(S/ES)

Executive Secretary

United StatesDepartment of State

Under Secretary for Economic

Growth, Energy and EnvironmentUnder Secretary for Political Affairs

(P)

Under Secretary for Arms Control

and International Security Affairs

(T)

Under Secretary for Management(M)

Under Secretary for Public

Diplomacy and Public Affairs

(R)

Under Secretary for Civilian

Security, Democracy and Human

Rights

African Affairs

(AF)

Assistant Secretary

South and Central AsianAffairs

(SCA)

Assistant Secretary

International Organizations(IO)

Assistant Secretary

Western Hemisphere Affairs

(WHA)

Assistant Secretary

Near Eastern Affairs

(NEA)

Assistant Secretary

European and Eurasian

Affairs

(EUR)Assistant Secretary

Political-Military Affairs

(PM)

Assistant Secretary

Verification, Compliance andImplementation

(VCI)

Assistant Secretary

International Security andNonproliferation

(ISN)

Assistant Secretary

Administration

(A)

Assistant Secretary

Information ResourceManagement

(IRM)Chief Information Officer

Overseas Buildings

Operations

(OBO)Director

Foreign Service Institute

(FSI)Director

Consular Affairs

(CA)

Assistant Secretary

Diplomatic Security and

Foreign Missions

(DS)Assistant Secretary

Resource Management(RM)

Chief Financial Officer

Democracy, Human Rights

and Labor(DRL)

Assistant Secretary

Population, Refugeesand Migration

(PRM)

Assistant Secretary

Public Affairs(PA)

Assistant Secretary

Education and CulturalAffairs

(ECA)Assistant Secretary

International Information

Programs(IIP)

Coordinator

Economic Growth &

Business Affairs

Assistant Secretary

Deputy Secretary of StateD(S)

Counselor and Chief of Staff

(S/COS)

United States Agency forInternational Development

(USAID)

Administrator

United States Permanent

Representative to the United Nations

(USUN)

East Asian

and Pacific Affairs

(EAP)

Assistant Secretary

Human Resources

(HR)Director General of the

Foreign Service and Director

of Human Resources

Medical Services

(M/MED)

Director

Office of

Civil Rights

(S/OCR)

Director

Office ofU.S. Foreign Assistance

(F)Director

Intelligence and

Research

(INR)

Assistant Secretary

Office forCounterterrorism

(S/CT)

Coordinator andAmbassador at Large

Office of Global

Womens Issues

(S/GWI)

Ambassador atLarge

Office of GlobalAIDS Coordinator

(S/GAC)Ambassador at Large

Office of the

Chief of Protocol

(S/CPR)

Ambassador

Legislative Affairs

(H)

Assistant Secretary

Office of Policy

Planning

(S/P)Director

Crisis and Conflict

Operations

(encompasses S/CRS)Assistant Secretary

Office of

Legal Adviser

(L)

Legal Adviser

Office ofInspector General

(OIG)

Inspector General

Office to Monitor and

Combat Traffickingin Persons

(G/TIP)

Ambassador at Large

International Energy

AffairsAssistant Secretary

(encompasses S/IEC and

S/EEE)

Oceans and Int'l

Environmental and ScientificAffairs

(OES)

Assistant Secretary

International Narcotics and

Law Enforcement

(INL)Assistant Secretary

Office of

War Crimes Issues

(S/WCI)

Ambassador at Large

Adapting Diplomacy to Meet 21st Century Challenges CONSULTATION DRAFT/NODIS


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Challenge

Public opinion increasingly matters in overseasdomestic and international politics, even inauthoritarian states

Non-state actors, ranging from non-governmental organizations to businesses,religious groups to community organizations, areplaying an ever greater role in internationalaffairs

Diplomats must have the time, tools andcapabilities to advance US interests beyond thecapitol

QDDR Response

Integrate public diplomacy as a core diplomatic missionthroughout the State Department and particularly in regionalbureaus

Implement a 21st century statecraft agenda with particular focus

on technology, women and girls, and community diplomacy

Revise the current risk management posture to enable State,USAID and other civilian officials to engage more broadlyyetresponsiblywith communities

Provide personnel with communication tools for 21st centuryengagement

Make it easier for the private sector to partner with the U.S.Government

Engaging Beyond the State



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Reforming Development to Deliver Results

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USAID Global Presence



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Challenge

To be world class in any area ofdevelopment requires both depth and scale.It also requires that diplomacy anddevelopment are mutually reinforcing

Too often productive members of societiesare excluded

Feed the Future (FTF) and the Global HealthInitiative (GHI) are foreign policy prioritiesthat require the U.S. to demonstrate a newway of working in diplomacy anddevelopment: building sustainable systems;collaborating and acting as a one

government across U.S. agencies; and,partnering with other countries, multilateralinstitutions, NGOs and the private sector

QDDR Response

Consistent with the Presidential Policy Directive on Global Development,concentrate programming by focusing investments in areas in which wehave a comparative advantage:

Sustainable Economic Growth

Democracy and Governance

Food Security Global Health

Climate Change

Humanitarian Assistance

Integrate women and girls participation, protection and outcomes in todevelopment programs

USAID will assume leadership and accountability for the Global Hunger andFood Security Initiative. As USAID builds capacity and achieves definedbenchmarks, it will assume leadership of the Global Health Initiative

Greater Coordination and Focus

14CONSULTATION DRAFT/NODISReforming Development to Deliver Results


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Challenge

Country ownership is critical to achieving sustainability

The number and types of actors in the development arenacontinues to increase, but coordination has not kept pace

Todays international landscape requires more developmententrepreneurs like those who helped lead the Green Revolutionand develop oral rehydration therapy

Successful development programs must be scalable andsustainable

Development has evolved into a measurable discipline, requiringevaluation, monitoring and results

QDDR Response

Focus on partnerships, not patronage, by expandingcollaboration with: national and local governments;bilateral, multilateral and private donors; and in-countrylocal implementers

Innovation as a driver of sustainable development:incentivize, incubate, scale, and leverage science andtechnology

Establish Development Innovation Ventures (DIV) todevelop breakthrough ideas and game changingapproaches within USAID and the developmentcommunity

Engage professionals from leading academicinstitutions, social entrepreneurial ventures and theprivate sector to work with USAID through anInnovation Fellowship program

Measure outcomes, not inputs

Monitoring and evaluation capabilities

Transparency

Sustained commitment for results

High Impact Development

15CONSULTATION DRAFT/NODISReforming Development to Deliver Results


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Preventing and Responding to Crisis, Conflictand Instability

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From The Failed States Index 2010Collaboration between Foreign Policyand The Fund for Peace*

*Not an official USG product CONSULTATION DRAFT/NODIS

E b C fli P i d R


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Challenge

Crisis, conflict and instability in the world threaten U.S. interests andnational security

Since the end of the Cold War, State and USAID have steadily takenon more missions in dangerous places, focusing on conflictprevention, mitigation and resolution, stabilization, facilitating

political transitions, and protecting displaced populations

More than 25 percent of State Department and 38 percent of USAIDofficers serve in the 30 countries classified as highest risk for conflictand instability

As the speed, scope, and scale of conflicts and crises increase, Stateand USAID need a new approach to conflict and crisis prevention

and response

Investments in civilian activities today can avert costly militaryinterventions tomorrow

QDDR Response

Recognize conflict prevention and response as adistinct discipline

Build a center of excellence, compiling knowledgeand best practices on conflict prevention

Better support embassies and USAID missions forcrisis and conflict prevention and response

Establish an Under Secretariat for Civilian Security,Democracy, and Human Rights

Recognize the role of women in conflict prevention

and recovery

Strengthen security and justice sector assistancecapability as key prevention and response tool

Embrace Conflict Prevention and Response as a

Core Mission

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Preventing and Responding to Crisis, Conflict and InstabilityCONSULTATION DRAFT/NODIS

P S d USAID f


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Challenge

Adopting crisis response and prevention asa core mission requires new tools, training,personnel and ways of doing business, bothin Washington and in the field

We have not successfully institutionalizedmechanisms and approaches that can beapplied across a range of crises andconflicts

We need to recruit and train technicalexperts, and institutionalize structures thatensure our work delivers the best results

QDDR Response

Lead agency approach: State will lead in political and security crisesand conflicts; USAID will lead in humanitarian crises caused by large-scale natural disasters, famines, disease, etc. USAID drives humanitarianresponse under State lead in acute political and security situations likePakistan

Consolidate State expertise into a Bureau for Crisis and ConflictOperations (CCO) encompassing the operations of S/CRS and crisis andconflict prevention capabilities

Build deployable civilian surge capability by making the CivilianResponse Corps more flexible and cost-effective

Expand the USAID Office of Transition Initiatives (OTI) and reinforce in-

country reporting to the Chief of Mission

As the CCO bureau evolves, review the best location to support andfulfill the political mandate of OTI

Prepare State and USAID forCrisis Response and Prevention

19CONSULTATION DRAFT/NODISPreventing and Responding to Crisis, Conflict and Instability


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Secretary of State Hillary Rodham Clinton

1/23/09

Working Smarter

Department of State

and USAID Presence



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Challenge

U.S. diplomats and development experts are thebackbone of Americas civilian power. State and USAID

must recruit, train and retain a 21st century workforce

Over the past five years, State and USAID have beencalled upon to significantly expand their presence andoperations in frontline states such as Afghanistan,Pakistan, and Iraq

Global civilian operations require a workforce that is

ever more innovative, entrepreneurial, collaborative,agile and capable of taking and managing risk

QDDR Response

Close the experience gap by tripling mid-level hires in theDevelopment Leadership Initiative at USAID and expandinglimited-term appointments at State

Recruit and retain highly skilled Foreign Service Nationals

by creating expert level positions at USAID

Seek more flexible hiring authorities to attract expertise;enlarge the pool of candidates with specialized skills

Expand Foreign Service Officer conversion opportunitiesfor State Department Civil Service and Foreign Servicepersonnel

Tie promotion to training and expand the range of trainingopportunities

Recruiting, Training and Retaining a

21st Century Workforce

21CONSULTATION DRAFT/NODISWorking Smarter


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Challenge

Though State and USAIDs responsibilities in thefrontline states have expanded, staffing levelshave stagnated

Much of what used to be the inherent work ofgovernment has been sourced to privateactorsboth for-profit and not-for-profit

Contracts and grants themselves have becomehigh-profile instruments of U.S. diplomacy anddevelopment

QDDR Response

Build and rebalance the workforce: Improve oversight andaccountability by in-sourcing positions appropriate for direct hirepersonnel at State and expanding direct hire staff at USAID

Enhance competition for contracts by broadening the partnerbase through smaller and more focused awards by USAID anddividing large State contracts into discrete units

Leverage increased use of local partner country systems tostrengthen local government, civil society and private sectorcapacity

Draw on the personnel of other agencies before turning tocontractors

Reforming Contracting and Procurement



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Challenge

Ability to make sound decisionswhile maximizing the impact ofresources is essential to fulfillingour mission

State and USAID must bothrationalize and improve planningand budgeting processes

The ability to publicly justify Stateand USAID activities anddemonstrate results requiresexpanded measurement and

evaluation capabilities andevidence-based decision-making

QDDR Response

Elevate strategic planning by charging States and USAIDs policy planningofficestogether with the Deputy Secretary for Management and Resourceswith responsibility for developing high-level guidance that leads to a jointState/USAID Strategic Plan

Based on the guidance and Joint Strategic Plan, Chiefs of Mission will produce a

multiyear Integrated Country Strategy that combines all elements of country-level planning into a single strategy. USAID will lead the formulation of thedevelopment component of Integrated Strategies

Integrated Country Strategies will serve as the basis for mission and bureaubudget requests

State and USAID must both strengthen and rationalize planning and budgeting

processes

State and USAID will emphasize results by measuring outcomesnot inputsand improving monitoring and evaluation capabilities

Planning and Budgeting for Results



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Planning and Budgeting with the Department of Defense

to Meet National Security Requirements


Challenge

[T]he United States interagency tool kit is still ahodgepodge of jury-rigged arrangements constrainedby a dated and complex patchwork of authorities,persistent shortfalls in resources, and unwieldy

processes. Secretary of Defense Robert Gates

Todays most pressing challenges demand acomprehensive response that integrates civilian andmilitary power and allows us to deploy these tools in acoordinated and flexible way

QDDR Response

Apply joint planning and budgeting processesdeveloped in Iraq and Afghanistan to other complexsituations as we examine the creation of a unifiedNational Security Budget

Establish an Overseas Contingency Operations title inState/USAIDs annual budget to reflect theextraordinary civilian costs and whole of governmenteffort in frontline states


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The Quadrennial Diplomacy and Development Review is an ongoingcommitment. Some of these recommendations are already underway; manywill be launched in the next year; and some require a longer period toimplement and achieve

The Deputy Secretary for Management and Resources and the USAIDAdministrator will oversee QDDR implementation

Secretary Clinton is committed to ensuring these changes are made and thebenefits of civilian power are realized

Implementation



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Our security depends upon diplomats whocan act in every corner of the world, fromgrand capitals to dangerous outposts;development experts who can strengthengovernance and support human dignity; andintelligence and law enforcement that canunravel plots, strengthen justice systems, andwork seamlessly with other countries.

President Barack Obama

May 27, 2010


this should scare the crap out of you! leading through civilian power nov2010

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