The Foreign Service Journal, February 2011

F E B R U A R Y 2 0 1 1 / F O R E I G N S E R V I C E J O U R N A L 29 agencies and bolsteredmissionmorale — something not to be overlooked. Think Globally, Act Locally With only 80 FCS posts worldwide, nearly half of our embassies do not have full-time FCS staff to work the business portfolio. While some em- bassies have formal “partnership post” arrangements with FCS offices in a given region, the Commercial Ser- vice’s severe budget and human re- source constraints since 2005 have hampered its ability to support State economic-coned col- leagues. Partnerships between embassies facilitate virtual sup- port of non-FCS posts by giving advice on advocacy mat- ters, putting together business delegations to the United States and resolving trade disputes affecting American firms in the host country. A strong partnership post arrangement must set clear expecta- tions early on, however. Some non- FCS posts expect more support than is practical, particularly given staffing limitations and travel budget cuts in re- cent years. Fortunately, a memorandum of un- derstanding has been created between Commerce and State that lays out clear responsibilities on both sides, in- cluding building commercial work into officer work plans at supported part- nership posts; elaborating training needs; and delivering FCS-branded services at State ECON posts. However, given likely budget cuts in Fiscal Year 2012, cooperation and creativity will still be needed. Some economic sections have bridged the funding gap through Business Facilitation Incentive Fund proposals managed by State. For instance, the BFIF can fund travel by economic officers and Locally Engaged Staff to major F O C U S When engaging a host government on a market entry barrier, a good FCS officer ensures the economic section has input into the process.