The Foreign Service Journal, December 2018

THE FOREIGN SERVICE JOURNAL | DECEMBER 2018 41 sation Plans that differed fromone mission to another depending on the local laws and economic situation. In other words, we used our voices to let leadership knowwhat mattered to us. Participants in the 2013 conference completely reworked the existing council structure, writing a new charter and branding the council as an “advocacy” rather than an “advisory” body. A structure of regional representatives voted for directly by FSNs was created, and two-year terms were established. The new council was launched in February 2014 following global elections. The council’s journey advocating for the worldwide FSN community had begun. What Advocacy Looks Like Work initiated at the 2013 conference was carried over to the next council, which works in a unique collaborative way to apply advocated actions globally. Soon after we returned from Washington, we developed an assessment survey of the FSN local committees’ status in each mission. After collecting the data, we implemented several initiatives. In one, the council advocated for USAID’s Staff Care program, which resulted in expanding the pro- gram and providing 24/7 access to counselors for all USAID staff and their family members, regardless of hiring category. At the time, there was an ongoing wage freeze, and salaries were a large concern. Agency leadership recognized the issue and was open and transparent about the interagency process. They shared that they were not sure when the freeze would be lifted, but encouraged the FSN committees to work with their embassies to request waivers fromWashington should the inflation rate become significant. The FSN Advocacy Council continued to work on local compensation plan issues after the three-year wage freeze was lifted in 2014. USAID leadership’s respect and willingness to work for a flexible solution was appreciated and continues to this day. We also select best practices from different missions to be adopted globally. USAID/Senegal had a great experience creating cultural sponsors for new employees to promote understanding and a greater sense of team spirit. This best practice was shared with all missions, encouraging them to implement similar pro- grams. The council followed up with mission FSN committees to hear if and how they are adapting a cultural sponsorship program The FSN Advocacy Council continued to work on local compensation plan issues after the three-year wage freeze was lifted in 2014. at their missions. These gains are the direct result of our collective commitment to reaching out and checking in with the FSN community. We know the importance of making the connections and building these relationships, of having our ears to the ground. The networks that we form help us share best practices across missions. A Voice for the FSN Workforce, Now and in the Future Every two years, the FSN Advocacy Council renews its mem- bership to bring in fresh voices and new perspectives. Council members represent the regions in which USAID operates, with one or two representatives from each region, depending on its size. Elected co-chairs serve for one year. The council includes senior leadership in USAID/Washington who connect quarterly and are assigned tasks to advance each quarter. What started as a conversation nearly 20 years ago has grown into a full-fledged initiative, making changes where they mat- ter. For me, it has been a very fruitful experience to be one of the regional representatives and, at the same time, one of the co- chairs. I have the full support of my mission leadership in Jordan. That helps me focus on collaborating with the local committee in Jordan while also seeing the big picture regionally and globally. Because of mission director and bureau support, the USAID Bureau for the Middle East held a meeting of all mission FSN Committee points of contact for us to meet each other, discuss our issues and share ideas. This gathering was a model for all regions to follow and is now a part of the FSN Advocacy Council’s plans for future years. Mission directors have also supported the establishment of a website that lists the skills of FSNs available for short-term assignments or as a general resource on a topic. We worked together across missions to establish this website, which will be finalized soon. It’s an amazing feeling of accomplishment, excitement and responsibility. In five short years, and with the support of the agency’s senior leadership, we’ve built a sustainable advocacy initiative and have a stronger FSN community because of it. This will help USAID achieve its mission. n