The Foreign Service Journal, January 2009

S P E A K I N G O U T Operations and Related Programs • Individual Senate member offices • Other State bureaus and agencies The H staff should also be ex- panded to coordinate and capitalize on the resources of the private and non- profit sectors. This objective warrants an additional officer, at the FS-1 level or higher. That individual’s responsi- bility would be to coordinate with pri- vate-sector and nonprofit entities that are stakeholders in foreign affairs. Such cooperation with like-minded or- ganizations —many of which have ex- perienced, concerted congressional relations operations — would allow State to leverage, where appropriate, their resources to provide additional support in making our case on Capitol Hill. Business for Diplomatic Action, for example, is a task force that facilitates private-sector involvement in diplo- matic activities and cooperation with the Department of State and the broader foreign affairs community. The Foreign Affairs Council, Ameri- can Academy of Diplomacy, and Cen- ter for Strategic and International Studies’ “Smart Power” Commission are just three of a growing number of organizations whose data, expertise and advocacy would buttress the work of an expanded H team seeking spe- cific, attainable achievements in the appropriations and broader congres- sional arena. Telling Our Story Many at State blame our poor ac- cess to key members and staffers on Capitol Hill on the fact that we do not have a natural constituency to keep foreign affairs and diplomatic issues in the forefront of legislators’ minds. Yet the success of the small Armenian- American constituency in stalling the confirmation of an ambassador to Yerevan is just one example of an ef- fective, goal-oriented effort on Capitol Hill carried out from a small base. Every day, State’s overseas missions support major initiatives and historic events putting the vision of transfor- mational diplomacy into practice. These achievements would enlighten policymakers and appropriators on the Hill — but only if they know about them and can take some of the credit. Let me cite an example from my first Foreign Service tour, in Tajikistan. In August 2007, years of work and $40 million led to the opening of the Tajik- Afghan Friendship Bridge. The De- fense Department-funded, Army Corps of Engineer-constructed project was completed, literally, on the front lines of transformational diplomacy, with the goal of increasing economic activity and cultural interaction as “the centerpiece of a new Central Asian trade route.” The results are impressive. In the year since the bridge opened, Afghan- Tajik trade tripled, vehicle traffic rose sevenfold and Afghan customs rev- enues at the port of entry increased tenfold, fueling the revitalization of border towns and small businesses. Unfortunately, the ceremony marking the project’s completion, attended by the presidents of both countries, did not include a single member of Con- gress or even a staffer, despite the fact that it took place during the traditional summer recess. So chances are that the next time State representatives seek funds for a similar initiative, they will encounter more skepticism than they otherwise would have. Another example comes from India, where the new consulate gen- eral in Hyderabad expanded the U.S. presence. The opening of any mission is rare in the diplomatic world, and this post is even more unique because it is in the heart of one of the largest Mus- lim communities in the country. Un- fortunately, there was no congressional representation on hand for the open- ing or first visa issuance at the current temporary facility. Perhaps an appro- priate effort could be coordinated in time for some Capitol Hill delegation to attend the ribbon-cutting ceremony of the permanent building next year. Expand Pearson and Congressional Fellowships Currently, up to seven Foreign Service officers serve as Pearson Fel- lows each year, and another five serve as Congressional Fellows — “depend- ing upon funding decisions.” Here again, acknowledging State’s perpetual resource crisis would easily justify per- manently allocating stable — if not in- creased— funding for these programs, elevating them at least to the status of most other department positions. Currently, both fellowships are one- year assignments. The program de- scription says, “Employees selected for congressional assignments are encour- aged to seek a follow-on tour in H.” This should be amended to make the assignments two years, with the first spent on Capitol Hill and the second a compulsory year in H. Such a change would serve several goals. First, it would develop a cadre of H staffers and future officers with both experience and contacts on the Hill. Second, it would provide natural liaisons to effectively coordinate and solicit input from bureaus, offices and missions in forming their H-related strategies. (See more on this below.) Finally, it would free State personnel to accompany congressional and staff delegations, just as the military sends its officers on such events. Many of the closest relationships on Capitol Hill are formed during such trips because they provide invaluable opportunities to bond and share points of view while traveling in areas of strategic interest. Similarly, networking with congres- sional policymakers often involves re- ceptions and after-hours events. Funding should therefore be sought to provide officers on these assignments with shift differential, similar to that of 14 F O R E I G N S E R V I C E J O U R N A L / J A N U A R Y 2 0 0 9