Report Contents
Summary of Review
For this management assistance report (MAR), OIG reviewed 52 overseas inspection reports issued from February 2017 to April 2020. OIG found that in 67 percent of the inspected missions (35 of 52), chiefs of mission (COM) set a positive, inclusive, and professional tone for their missions consistent with the Department of State’s (Department) leadership and management principles, outlined in 3 Foreign Affairs Manual (FAM) 1214. OIG also determined that in 83 percent of the inspected missions (43 of 52), COMs fulfilled presidential and Department instructions in representing the interests of the United States; expanding markets for U.S. exports; reporting significant political, economic, and societal developments; and establishing relations with potential leaders from all levels of society.
However, OIG also found that in 33 percent of inspected missions (17 of 52), the COM was deficient in one or more of the leadership and management principles described in the Department’s 3 FAM 1214 guidance. Furthermore, OIG determined that 51 of the 52 inspection reports contained findings that involved vulnerabilities in internal controls, which placed programs, personnel, resources, or sensitive information at risk, and COMs did not identify and address these vulnerabilities as part of the process of preparing the annual Management Control Statement of Assurance (SOA), as required by 2 FAM 024d. Additionally, 12 of the 52 missions inspected by OIG did not have a consular emergency preparedness program that met Department standards. Lastly, OIG found that only 9 of 52 missions had implemented professional development programs for mid-level employees as directed by the Department, 1 and just one mission had a structured mentoring program. OIG made four recommendations to the Department to improve the executive direction of overseas missions. In its comments on the draft report, the Department concurred with two recommendations and disagreed with two recommendations. OIG considers two recommendations resolved and the other two recommendations unresolved. The Department’s response to each recommendation and OIG’s reply can be found in the Recommendations section of this report. The Department’s formal written responses are reprinted in their entirety in Appendix B.
Report Terms
Report Recommendations
The Director General of the Foreign Service and Director of Global Talent should institute annual surveys of U.S. direct-hire employees and locally employed staff to provide feedback on chief of mission performance.
The Foreign Service Institute, in coordination with the Bureau of the Comptroller and Global Financial Services, should develop and execute more comprehensive training on management control responsibilities and procedures for conducting management control reviews in its classes for chief of mission candidates and deputy chiefs of mission.
The Bureau of the Comptroller and Global Financial Services, in coordination with the Bureau of Consular Affairs, should add consular crisis preparedness to the management controls checklist distributed annually to assist missions in their internal reviews of management controls.
The Director General of the Foreign Service and Director of Global Talent should issue Foreign Affairs Manual and Foreign Affairs Handbook guidance requiring all missions to implement structured mid-level development programs.