The Foreign Service Journal - March 2018

THE FOREIGN SERVICE JOURNAL | MARCH 2018 19 The Point of Organizational Reform Secretary of State Rex Tillerson and USAID Administrator Mark Green deserve recognition and support for lis- tening to the suggestions and concerns of those they lead in order to more effectively adapt and “redesign” their respective agencies to this changing global environment. They must work together on this much needed modern- izing effort. The Senate Appropriations Committee welcomes an empowered and relevant Department of State and USAID that takes into consideration the views of its career staff. However, the ultimate success of any effort to achieve greater efficiency and effectiveness comes from buy-in for proposed reforms by both diplomats and the Congress. This is an ongoing process in its early stages; but in the meantime, these agency heads owe it to their employees to provide clear and coherent direction, adequate resources and appropriate decision-making authority to further America’s national interests abroad. There are many lessons learned from past organizational reform efforts, including that the 1990s cuts and hiring freezes may have saved money in the short term, but led to increased person- nel costs down the line. We paid this price with the diplomatic and develop- ment surges for Afghanistan and Iraq following the Sept. 11, 2001, attacks. As important as it is to retain those with deep experience at Foggy Bottom, ensuring a steady inflow of entry-level diplomats and aid workers is also important. Let’s not forget that today’s second lieutenants are tomorrow’s majors and colonels. Equally important is an unequivocal commitment by the president and Congress to the security and welfare of our personnel posted abroad and on the frontlines. I have made clear to Secretary Tiller- son that I support his efforts to reform and modernize the Department of State. However, reform for reform’s sake is not the point. The Secretary must clarify his vision of the State Department’s role and operations in our national security architecture once it is reformed. The unknown factor is how soft power and diplomacy fit into a stronger military and a more aggressive fight against radi- cal Islam. Prepared for Challenges and Opportunities Without a clearly defined strategy of ending conflict through diplomacy and having a presence to prevent vacuums from being filled, a strong military response will be insufficient. Then- Commander of the U.S. Central Com- mand General James Mattis said it best: “If you don’t fund the State Department fully, then I need to buy more ammuni- tion.” Finally, now is not the time to retreat from anticipated returns on invest- ment from successful foreign assis- tance programs such as the President’s Emergency Plan for AIDS Relief and the Millennium Challenge Corpora- tion. In many countries, we have made measurable and impressive progress with respective foreign governments in combating diseases through PEPFAR and furthering good governance and the rule of law through the MCC. In addition, America has been the undisputed leader as a humanitarian and pandemic first responder, whether in the Middle East, West Africa or Asia. It should not be lost on the American people that no one other country has the capabilities—or values—to project power, influence and assistance like America can. The United States must be prepared for future challenges and opportuni- ties in terms of both leadership and resources. As readers of The Foreign Service Journal know best, if we are flat-footed, Moscow and Beijing will be ready and willing to fill the leadership vacuum. America needs our diplomats and development specialists on the front lines today more than ever. n If a diminished role is preferred, the American people must be forewarned ...