The Foreign Service Journal, June 2003

Moreover, the Civil Service’s executive order focused on the negotiation of fixed contracts every year or two to define the work- ing conditions for employ- ees — such as shift duty, lunch hours and office arrangements. In sharp contrast, Bill Harrop and Tom Boyatt, the leaders of AFSA’s “Participation Slate” Governing Boards, envi- sioned a rolling set of negotiations in which all major personnel policies — including promotions, specialization, train- ing, transfers, aspects of assignments, etc. — would be subject to bargaining. AFSA want- ed real participation for Foreign Service members in the process of setting the rules that gov- erned their careers and, most importantly, their profes- sion. Bill Harrop’s vision, in particular, was crystal-clear and steadfast throughout. He wanted to guarantee the highest professional standards for the Foreign Service and insure the fairness of the personnel system through the participation of Service members in making the key decisions. His Ivy-League, east- ern ease, which allowed him to make these radical ideas palat- able to the State Department’s senior leadership, was key to AFSA’s successes. Even when he fought against the depart- ment, he was always seen as being principled and profession- al. The “Young Turks” started the revolution, but the two suc- F O C U S 22 F O R E I G N S E R V I C E J O U R N A L / J U N E 2 0 0 3 Tex Harris and his wife Jeanie in the mid- 1970s ... and in 2003.