The Foreign Service Journal, February 2005

18 F O R E I G N S E R V I C E J O U R N A L / F E B R U A R Y 2 0 0 5 F O C U S O N T H E P O W E L L L E G A C Y “FAC”-C HECKING : S ECRETARY P OWELL ’ S S TATE D EPARTMENT Editor’s Note: The following article consists of the fore- word and executive summary from the Foreign Affairs Council’s Task Force Report, Secretary Powell’s State Department: An Independent Assessment , issued in November 2004. n the summer of 2000 some 1,400 Foreign Service personnel, a quarter of the officer corps, attached their names to an Internet protest of their working conditions. In early 2004 the State Department had 200 Civil and Foreign Service volunteers, more than it could handle, for the 146 positions it was opening in Baghdad. The difference was Colin Powell and the gifted team of senior managers he assembled at the State Department. Secretary Powell arrived at the State Department determined to fix a broken institution. He launched a two-pronged strategy. First, change the leadership cul- ture so that managers at all levels focus on training, empowering and taking care of their people. Second, remedy critical management deficiencies: (1) restore diplomatic readiness by rebuilding State’s staff; (2) give State modern information technology; (3) focus on security of the nation (visas and passports), of informa- tion and of Americans abroad, including U.S. govern- ment employees (also involves holding overseas staffs to the minimum necessary — right-sizing); (4) assure safe, healthy and secure facilities, especially overseas buildings; and (5) relate budgets to agreed strategies, policies and priorities. Visa and passport security required reshaping consular affairs to deal with the post-9/11 world. Secretary Powell also had to address two other major management issues: improving State’s congressional relations and overhauling public diplo- macy following the 1999 merger of USIA into State. Extraordinary Accomplishments • Employees at all levels, Foreign Service and Civil Service alike, feel empowered and respected. Morale is robust. “One Mission, One Team” has taken root as a value. • Leadership and management training are now mandatory for all mid-level and senior officers. Career candidates for Ambassador or Deputy Chief of Mission appointments have the inside track if they have demon- I T HE F OREIGN A FFAIRS C OUNCIL GIVES GENERALLY HIGH MARKS TO C OLIN P OWELL AND HIS MANAGEMENT TEAM FOR THEIR WORK AT S TATE OVER THE PAST FOUR YEARS . B Y T HOMAS D. B OYATT