The Foreign Service Journal, July-August 2012

J U LY- A U G U S T 2 0 1 2 / F O R E I G N S E R V I C E J O U R N A L 25 responsibilities are most welcome. However, the increase in language training positions in no way obvi- ates the need for increased posi- tions to deal with other require- ments for long-term professional education and training. Taking a Fresh Approach In addition, the Department of State needs an educational vi- sion for staff development that goes beyond short-term training and language instruction. Realizing the vision may take years, but that is what vision is for. We will be attempting to come to grips with some dif- ficult issues in the new study. One is whether State and USAID can expect to recapture significant staff from an- ticipated changes in the missions in Iraq and Afghanistan over the next several years. The shifting of resources be- tween the base international af- fairs budget (known as the 150 Account) and the OCO budget complicates analysis but, as noted earlier, there may not be many positions to “recapture” for other needs. The biggest challenge ahead for State and USAID is coping with the additional funding cuts that are certainly coming. Even after making a strong case for diplomacy’s role as part of na- tional security, the Foreign Service cannot expect to be exempted from the sacrifices every part of the federal gov- ernment will be called on to make. The question is what will be cut. State must launch a major educational effort with the administration, Con- gress and the American people to ensure that such cuts are taken primarily in programs rather than staff. Pro- F OCUS Programs can be rebuilt relatively rapidly, but institutional and personnel structures take decades to rebuild if they are not properly maintained.