The Foreign Service Journal, March 2021

THE FOREIGN SERVICE JOURNAL | MARCH 2021 31 Limit Political Appointees f Continue to Build Out America’s Global Network As the world becomes more complex with multiple political power poles, cross-country problems including climate change, political and economic inequality, and basics such as malnutri- tion that cripple minds as well as bodies, the U.S. government— USAID, in particular—needs to remain flexible and responsive. But it is the long-term vision and commitment that build the foundations of strong societies, not quick reaction. To continue building a global network that strengthens our security and opens opportunities, we should: • Maintain development agents separate from diplomacy and defense; each has a role, but they have different modes of work- ing and different time horizons. • Reinvest in basic and applied research addressing global and domestic issues—including in agriculture and health, effec- tive pedagogy, digital economy and environment. • Stretch to address what’s current: urbanization and its man- agement; mental health and nutrition, the new keys to economic growth and stability; male disempowerment, as well as female; growing inequality in life choices. • Rebuild competencies to design and implement sustained support programs that help countries follow their path to self- reliance. • Continue to provide immediate and transitional humani- tarian response—but ensure that quick response does not cut loose the foundational institutions and systems that build a solid future. • Support countries all along the development continuum, tailoring dollars and programs to their need. In India $2 million of technical support can shape a $1 billion urban infrastructure investment, yet $90 billion of PEPFAR (the President’s Emer- gency Plan for AIDS Relief) funding was required to turn the tide on HIV/AIDS. • Staff USAID and assistance agents based on technical and policy opportunities, not just the volume of dollars managed; let staff be influence-makers as well as contract managers. • Use contemporary tools—culture, arts, sports, dance, graphic books, social media—to influence. • Evaluate rules and regulations through a risk management lens; don’t compromise on-the-ground results. • Recruit a new generation of bold thinkers, adventurers and visionaries, and give them room to explore. Rebecca Black, a retired Senior FSO with USAID, lives in Corrales, New Mexico. Recapture Lost Institutional Memory The basic rules of diplomacy have been disrespected during the past four years, but the greatest harm to the Foreign Service has been the loss of institutional memory. Institutional memory functions on several levels. Take subject matter expertise, for example: The socioeconomic and political status of a country cannot be truly understood from briefs; it has to be lived and experienced firsthand by FSOs in the field. Relationships are another critical aspect of institutional memory. Entry-level officers meet their counterparts at the beginning of their careers. They have dinner at each other’s houses, their kids play with the kids of their counterparts, and so on. Twenty years later, when the counterpart is a high-rank- ing official in the host-nation government, the FSO can return to that post and build on their early special relationships. How to recapture this institutional memory? • Rehire FSOs who were fired or forced into retirement across the board at all levels. • Put in a firewall to protect career FSOs from in-house snitches, political manipulation, pressure and other demoraliz- ing and destabilizing tactics that have been employed recently. • Rescind promotions of any Foreign Service officers who were a party to the above tactics to advance their personal careers. They should not be rewarded ever again for this destructive, unbecoming behavior. Nothing can replace institutional memory but the people hold- ing the memory. This serious loss must be remedied to regain the United States’ role in the world. Marilyn Bruno, a retired FSO, lives in Encinitas, California. Tips from the Engine Room New (and returning) colleagues, welcome (back)! Transition season is upon us, and with it the quadrennial spate of news articles, think-tank studies, committee reports, op-eds and the like—each chock full of to-do lists for resuscitating the Depart- ment of State. Thank you for caring! Here are a couple of things to keep in mind.