The Foreign Service Journal, December 2019

22 DECEMBER 2019 | THE FOREIGN SERVICE JOURNAL structure, please see www.bit.ly/transforming-structure. The world has changed, and we are changing how we work. We have created new tools and approaches that make us a bet- ter partner and increase the impact of every development dol- lar. Recognizing the private sector as the most powerful force for lifting people out of poverty, we launched our first Private Sector Engagement Strategy last year. In this we are moving beyond the traditional public-private partnership model, and deepening true collaboration, co-creating and co-financing with the private sector, unlocking investment and market-based approaches to development challenges. We have rolled out new tools, mechanisms and support for our overseas missions to be able to quickly operationalize this strategy. Like any sector, the development sector benefits from the robust compe- tition of ideas. It also benefits from the agility, fresh thinking and innovations that a greater diversity of partners can bring. We are expanding who we work with under our new acquisition and assistance strategy and our New Partners Initiative, which lower the barriers to entry for working with USAID, especially for small and local partners. And we are expanding the use of procurement tools like broad agency announcements that identify a challenge, raise its vis- ibility and then work with interested partners on the proposals they bring forward. Changes to Support Our Workforce Our success depends on our people. Three-quarters of our overseas workforce are local employees, or Foreign Service Nationals. Our ability to effectively meet the challenges of an evolving world depends on attracting and retaining highly skilled FSNs. Many of our FSNs are technical experts with advanced degrees. They bring deep and nuanced understand- ing of their countries to bear as they implement multimillion- dollar U.S. government programs. We are giving FSNs a greater voice by supporting the FSN Advocacy Council, creating senior-level FSN positions and hosting the second-ever Worldwide FSN Conference. We are also expanding profes- sional development opportunities such as the FSN Fellowship Program, which allows FSNs to rotate into different bureaus in Washington and at other USAID missions for an extended period. These fellowships allow FSNs to not only bring their experiences and voices to important policy development but also gain a greater understanding of how the agency works. To grow talent and support new leaders, we have launched new leadership and mentoring initiatives. We have institu- tionalized training for first-time mission directors and senior development advisers. We are using a similar process to develop training for our deputy mission directors. Working with the USAID Alumni Association, we are supporting a professional development program linking career or career-candidate Foreign Service officers and retired USAID FSOs. During my 30 years with USAID, I’ve repeatedly heard about the need for a better Foreign Service Performance Management system. Previously, meeting evaluation submis- sion deadlines often took priority over actual management time between supervisor and employee. Based on extensive employee input, in 2018 USAID rolled out a new FSPM system that empha- sizes the interaction between supervisor and employee. Consistent with our agency’s new leadership philosophy, the new FSPM system seeks to build a culture of excellence and leadership—and, importantly, accountability. The leadership philosophy sets our expectations of behavior and accountability for all employees, regardless of position or hiring mechanism. This philosophy models the USAID Core Values and outlines how agency employees should act on these values, both within the agency and on behalf of the agency. In addition to these reforms, the creation of new bureaus in relief, response and resilience provides new professional opportunities for USAID FSOs. While we continue to value the contributions of experts regardless of hiring mechanism, we are building in opportunities for FSOs to develop their profes- Our ability to effectively meet the challenges of an evolving world depends on attracting and retaining highly skilled FSNs.