The Foreign Service Journal, July-August 2023

82 JULY-AUGUST 2023 | THE FOREIGN SERVICE JOURNAL AFSA REPORT findings and other reports, improved strategic workforce planning remained a focal point for AFSA efforts, includ- ing the appropriate use of non-career hiring mechanisms. AFSA held discussions with an array of members, includ- ing a small-group discussion with non-career Foreign Service Limited appointees whose interests included how AFSAmight help advance their goals to secure perma- nent GS positions. We continue to advocate for increased career hires and caution against the agency’s use of the Foreign Service Act as a budgetary workaround to appoint temporary hires. Additionally, AFSA has advocated for increased resourc- ing of USAID’s HCTM office, noting the extended vacan- cies in the positions of the CHCO and deputy CHCO and requesting that the agency remove its prohibition against Foreign Service officers serving in the CHCO role. AFSA regularly engaged with the agency task team charged with improving the performance and promotion processes, resulting in several operational improvements. We regularly responded to member requests for career counseling and promotion-related concerns, including concerns over repeated stretch position service. The AFSA vice president hosted virtual meets-ups where HCTM presented highlights and fielded questions on its Foreign Service Promotion Data Report, a break- down of promotions by sex, racial, or ethnic group, and backstop for the 2017-2021 period. The new USAID leadership embarked on another Wash- ington-focused reorganization effort. AFSA, responding to members “reorg fatigue,” is engaged with agency counter- parts on the current reorganization, focusing on impact to both individual members and the Foreign Service voice in Washington. To better prepare agency leadership for their critical roles, AFSA presented at several sessions of the New Field Leaders Seminar, a forum designed for newmission direc- tors and deputy mission directors. Responding to member concerns, AFSA and the agency collaborated to better educate and inform individuals on the president’s executive order on diversity, equity, inclu- sion, and accessibility (DEIA). AFSA pushed for improved data, transparency, and analytics needed to understand the state of DEIA at USAID and to make evidence-based decisions. AFSA is engaging on USAID’s “Foreign Service Strengthening” initiative, a multiyear effort driven by the front office and meriting consideration by and input from FSOs. This initiative is active and will continue into the next Governing Board’s term. counselor; the assistant to the administrator for human capital and talent management (HCTM) and chief human capital officer (CHCO); the chief diversity officer and her team; the HCTM Foreign Service Center leadership and employee and labor relations team; and the Foreign Ser- vice Performance Management and Promotion Task Team. AFSA also worked closely with USAID counterparts in the Office of Civil Rights, the Backstop Coordinators Council, and bureau and mission stakeholders. AFSA welcomed 11 classes of USAID officers compris- ing 285 new Foreign Service (FS) members, including numerous Payne Fellows. AFSA hosted regular town hall sessions, met with a range of employee resource groups, and strengthened relations with the USAID Alumni Association, the Society for International Development. AFSA achieved a number of important accomplishments detailed below. In December 2022, AFSA and USAID signed a new Framework Agreement (or collective bargaining agreement), replacing the one first signed in 1993. The new agreement covers areas such as union rights and representation, management rights and responsibilities, and negotiation procedures. It also clarifies the status and role of the USAIDAFSA vice president and strengthens AFSA-USAID communication processes. AFSA’s advocacy with agency and congressional stakeholders informed the development of USAID’s Global Development Partnership Initiative (GDPI), leading to increased career FS hiring. The GDPI is a three-year effort designed to shift away from an overreliance on the use of non-career mechanisms and increase the permanent Foreign Service to 2,500 by Fiscal Year 2025. AFSA collaborated with the agency and the American Federation of Government Employees on USAID’s Future of Work (FoW) effort designed to modernize and adapt the agency’s work model in a post-COVID-19 environment. Conveying member concerns, AFSA helped shape the initiative and continues to engage on FoW-related policies and procedures such as telework, remote work, etc. AFSA negotiated several Automated Directives Systems chapters, including the first on Senior Leadership Group (SLG) policies and procedures. AFSA and the agency codi- fied the SLG chapter via a memorandum of understanding, ensuring clarity and defining terms for this agreement. AFSA continues to advocate for improved retirement and benefit services for current and retired USAID FSOs. While the agency has strengthened its benefits team and made significant improvements, more is needed. Drawing from the Office of the Inspector General’s