The Foreign Service Journal, December 2011

D E C E M B E R 2 0 1 1 / F O R E I G N S E R V I C E J O U R N A L 5 Last month I described the process by which the 2011-2013 AFSA Governing Board iden- tified five priority strategic areas, and discussed the first, strengthening AFSA gover- nance. This time I’d like to highlight the other four priority areas: enhancing image, outreach and communications; strengthening profes- sionalism and effectiveness (of the For- eign Service and AFSA); expanding core advocacy; and growing member- ship and development. Enhancing Image, Outreach and Communications. Vision: increased member participation and feedback, higher voter turnout, more targeted AFSA communications, greater use of the FSJ and AFSA’s Inside a U.S. Em- bassy to promote the Foreign Service and AFSA, increased retiree member- ship, and amore active role for post rep- resentatives in raising AFSA’s profile within the Foreign Service. Main potential obstacles: institu- tional resistance to change, apathy, in- formation overload and competing de- mands on time. Specific goals: a 30- percent increase in voter turnout, one or more GB candidates with outreach experience, development and launch of three new outreach modalities (webi- nar, trifold brochure, teleconference/ DVC) and creation of an AFSAHome- town Diplomat program. Strengthening Professionalism and Effectiveness. Vision: an AFSA consultative role with the For- eign Service Institute, manage- ment commitment to the use of retired FS personnel over contractors, a revitalized AFSA dissent program, the removal of pay caps for FS retirees hired back to federal govern- ment agencies, recognition of the im- portance of continuing professional education and training, a sustained and adequate training float, reinstatement of the senior seminar, formal encour- agement of publication of articles on professional issues by FS authors, and an AFSA mentor system to strengthen tradecraft skills. Obstacles: unwillingness of manage- ment to collaborate, image issues, lack of time and money. Specific goals: an AFSA “body shop” to servemembers as well as government and private organi- zations seeking Foreign Service experi- ence, a long-term outreach strategy to Congress and political parties, and cre- ation of an AFSA member professional development fund. Expanding Core Advocacy. Vi- sion: the career Foreign Service ac- knowledged and respected as a unique profession, a well-trained, well-funded and well-compensated Service, diplo- macy broadly viewed as a first resort, AFSA as an equal partner with man- agement and as an expert resource on diplomacy and development. Obstacles: no significant domestic constituency, small size of FS and AFSA membership, misinformation and disin- formation, limited time and resources, political misperceptions, management reluctance. Specific goals: international affairs budget maintained at current lev- els, no mid-level hiring or further For- eign Service Limited (USAID) hiring not negotiated with AFSA, no pay cuts (loss of Washington locality pay) for FS personnel when assigned abroad, cen- tral funding for specialist training, addi- tional AFSA staff member for Labor Management and for retirees, manage- ment agreement to allocate personnel drawdowns in Afghanistan, Iraq and Pakistan to the training float. Growing Membership and De- velopment. Vision: expanded mem- bership with more differentiated tiers or categories, greater awareness of membership benefits, an inclusive asso- ciation of career professionals. Obsta- cles: inadequate contact information, resource constraints, retiree disinterest, preoccupation with individual career, increased use of excepted hires. Specific goals: feasibility study on re- tiree consulting, multitier member- ship/dues policy, survey of non-mem- bers on reasons for not joining. Your input on these five priorities will help AFSA staff and the Governing Board to develop an action plan to im- plement themover the comingmonths. This will strengthen AFSA, both as a professional association and a union. As always, you can contact me at Johnson@afsa.org. S TRATEGIC P LANNING , P ART II B Y S USAN R. J OHNSON