Category Archives: Govt Reports/Documents

Who killed King Joffrey? And what about the State Dept’s “missing” $6 billion?

– Domani Spero

We recently posted about that $6 Billion Alert. What Does The Spox Say? Goring-ding-ding-ding … “Grossly Inaccurate” But …. On April 3, WaPo went with State Department inspector general issues alert over $6 billion in contracting money.  On April 4, TheBlaze.com reported that The State Department Has Lost Track of More Than $6Billion. On April 4, Washington Free Beacon has State Department Misplaced $6B Under Hillary Clinton. On April 6, Fox News (blog) screamed $6 Billion Went Missing From Hillary Clinton’s State Department …. Also on April 6, the Examiner.com - ‎reported State Department $6 billion missing: ‘Creates conditions conducive to fraud’.  On April 8, ABC News (blog) added a twist with Blackwater Named in State Department Probe, Spent $$ on Pricey  On April 9, AllGov has State Dept. Can’t Locate Files for $6 Billion Worth of Contracts. Russia’s RIA Navosti found itself an expert and ran with $6 Bln Vanished from US State Department Due to Corruption – Expert.

Finally ….

 

 

On April 13, ten days after WaPo first reported the $6 billion contracts and just when we could not stop talking about ‘The Lion And The Rose’ episode of ‘Game Of Thrones‘, State/OIG’s Steve Linick wrote to the editors of WaPo “about the State Department’s “missing” $6 billion:

WaPo, Sunday, April 13

The April 3 news article “State Department’s IG issues rare alert” reported on the management alert issued recently by my office. In the alert, we identified State Department contracts with a total value of more than $6 billion in which contract files were incomplete or could not be located. The Post stated, “The State Department’s inspector general has warned the department that $6 billion in contracting money over the past six years cannot be properly accounted for . . . . ”

Some have concluded based on this that $6 billion is missing. The alert, however, did not draw that conclusion. Instead, it found that the failure to adequately maintain contract files — documents necessary to ensure the full accounting of U.S. tax dollars — “creates significant financial risk and demonstrates a lack of internal control over the Department’s contract actions.”

Steve Linick, Washington

The writer is inspector general for the U.S. Department of State and Broadcasting Board of Governors.

 

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FBI Adds Ex-Diplomat Bradford Bishop, Jr. to Ten Most Wanted Fugitives List (Video + Photos)

– Domani Spero

On April 10, the FBI named William Bradford Bishop, Jr. to the Ten Most Wanted Fugitives list. Bishop is wanted for allegedly bludgeoning to death his wife Annette, mother Lobelia, and three sons, William Bradford III (14), Brenton (10), and Geoffrey (5) at their home in Bethesda, Maryland, on March 1, 1976.  He was a Foreign Service officer with postings in Italy, Ethiopia, Botswana and was posted in Foggy Bottom in 1974. He has been a fugitive since 1976.

 

bishop1

Photo taken circa 1970-1975 Source: FBI |              More images here.

Have you seen this man?
1-800-CALL-FBI

Photograph enhanced to age 77 Source: FBI

Photograph enhanced to age 77
Source: FBI | More images here.

Via FBI:

Investigators believe Bishop then drove to rural North Carolina, buried the bodies in a shallow grave, and lit them on fire. The United States Attorney’s Office in Maryland has charged Bishop with unlawful flight to avoid prosecution in the murders.

Adding Bishop to the FBI’s Ten Most Wanted Fugitives list creates the national and international attention needed to bring closure to a case that has remained unsolved for decades. Bishop has not been seen since he bought a pair of sneakers in Jacksonville, North Carolina, in 1976. A witness said Bishop was with a woman who was walking a dog described as an Irish Setter but is believed to have been the family’s golden retriever Leo.

Investigators with the FBI’s Baltimore and Washington Field Offices, Montgomery County Police Department, Montgomery County Sheriff’s Office, and United States Department of State formed a task force in May 2013 to review the case as part of a cold case initiative. The task force is now asking the public for help in finding Bishop. The task force worked with top forensic artist Karen T. Taylor to create an age-progressed bust of what Bishop may look like now at the age of 77.

“Media wasn’t the same in 1976 as it is now. You didn’t have 24-hour news stations that many people watch in the gym or sitting in airports. You also didn’t have social media, like Facebook or Twitter back then,” said Steve Vogt, Special Agent in Charge of the FBI Baltimore Division. “All that has changed with the Bishop case is the passage of time. Bishop broke with his life and assumed a new identity. Because of that fact, most traditional fugitive investigative techniques are worthless. We’re hoping media and people who are active on social media pay attention to this; they’ll be the ones to solve this case.”

Bishop is a white man and 6’1” tall and 180 pounds with brown hair and brown eyes when he was last seen in 1976. He has a six-inch vertical surgical scar on his lower back that would still be visible.

“This was a horrific case that involved five innocent members of one family, including three young children, who were all brutally murdered in a place in which they felt safe and by a person whom they trusted. It is unthinkable that a man who is a son, a husband, and a father could commit such a terrible crime,” said Chief Thomas Manger with the Montgomery County Police Department.

Bishop loved the outdoors and was an avid hiker, runner, swimmer, and fisherman who also enjoyed riding motorcycles. He was also a licensed amateur pilot who learned to fly in Botswana, Africa. Bishop was well-read and learned to speak many languages while working in the United States Foreign Service. Bishop earned a degree in American Studies from Yale University and a master’s degree in Italian from Middlebury College in Vermont. He kept detailed journals and may continue to do so now. Bishop was a longtime insomniac and was being treated with medication for depression. Bishop drank scotch and wine, and he enjoyed eating peanuts and spicy food. He was also prone to violent outbursts and preferred a neat and orderly environment.

“Bishop wrote many times in his journal that he wanted a freer life, one where he didn’t have to answer to anyone but himself. He doesn’t deserve the freedom he’s enjoyed for the last three decades,” said Sheriff Darren Popkin with the Montgomery County Sheriff’s Office. “We have a warrant for his arrest, and regardless of how old it is, we know the only way we’re going to bring Bishop to justice is for a neighbor, co-worker, or possible family member to come forward to say they know Bishop now.”

Bishop is believed to have taken with him a Smith and Wesson .38 revolver he inherited from his father with the serial number C981967. He had been seen in many photos wearing his class ring from Yale, something that meant a lot to him andthat he still may have or wear.

William Bradford Bishop, Jr. is the 502nd person to be placed on the FBI’s Ten Most Wanted Fugitives list, which was established in March 1950. Since then, 471 fugitives have been caught or located, 156 of them as a result of citizen cooperation.

If you have any information about William Bradford Bishop, Jr. that may help lead to locating him or help investigators, you are asked to call 1-800-CALL-FBI. You could receive a reward of up to $100,000 for information leading to his arrest. Go to http://www.fbi.gov to see more detailed information about the Bishop case, study the age-progressed photos in-depth, and view his dental records and other important images that may help you identify Bishop. You can also leave any tips at https://tips.fbi.gov/. If you are overseas, you are asked to go to the nearest embassy or consulate.


Related FBI.gov Top Story: William Bradford Bishop Added to FBI Top Ten List

Bethesda Magazine – The Man Who Got Away

Also read An Open Letter to William Bradford Bishop, Jr. by former FSO James Bruno of DiploDenizen.

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$6 Billion Alert. What Does The Spox Say? Goring-ding-ding-ding … “Grossly Inaccurate” But ….

– Domani Spero

 

Last week, State/OIG issued a Management Alert on Contract File Management Deficiencies at the State Department. The Alert is reportedly intended to well, alert senior Department management to the serious nature of this issue and provides “recommendations to assist in eliminating or mitigating those vulnerabilities.” The main thing is this:

“In sum, over the past 6 years, our audit work has uncovered significant contract file management deficiencies in Department contracts/task orders with a total value of more than $6 billion.”

The alert dated March 20, 2014 was addressed to the Under Secretary for Management Patrick F. Kennedy and the Assistant Secretary of Administration Joyce A. Barr. The signatory of this Management Alert is not State/OIG Steve Linick but three of the four Assistant Inspector Generals of State/OIG namely: Norman P. Brown, Assistant Inspector General for AuditsRobert B. Peterson, Assistant Inspector General for Inspections;  Anna S. Gershman, Assistant Inspector General for Investigations.  Mr. Brown has been AIG since July 2013, Mr. Peterson since 2003, and Ms. Gershman since 2011.  The official response to this alert is dated March 28, 2014 from Ms. Barr who as head of the Bureau of Administration reports to Mr. Kennedy at “M.” Ms. Barr has been “A” since 2011.  Mr. Kennedy has been “M” since 2007.

Do you know why it took six years for this alert to be issued? And how is it that this alert is not addressed to the State Department’s Deputy Secretary for Management and Resources Heather Higginbottom?

Since $6 billion is a lot of resources spent, it made a huge splash – described as “lost,” “missing,” “misplaced,” “lacks files,” or “not totally sure” where the money went.

It made the Daily Press Briefing, of course:

QUESTION: Marie, do you have any comment on the OIG report that was made public today on the $6 billion?

MS. HARF: I do. Just give me one second. Well, reports that there is a $6 billion that can’t be accounted for are grossly inaccurate. The OIG’s report noted that there were a number of incomplete files for our contracts and that these contracts’ cumulative value was about 6 billion. As highlighted in our response to the OIG, this is an issue of which the Department is aware and is taking steps to remedy. It’s not an accounting issue. I think it’s more like a bureaucratic issue. But it’s not that we’ve lost $6 billion, basically.

On March 20th, our new Inspector General did issue a management alert on contract file management deficiencies. The Bureau of Administration responded with a plan to address their three recommendation. Those are all posted on the IG’s web page now.

QUESTION: So how much money can you not account for if it’s not 6 billion?

MS. HARF: I have no idea.
[…]
QUESTION: But it’s way less than 6 billion? I mean, you said it was grossly inflated.

MS. HARF: Grossly inaccurate. Uh-huh.

QUESTION: Okay. So do – you must have –

QUESTION: What’s a rounded-up figure –

MS. HARF: I’m not – no –

QUESTION: You must have an estimate of what it is if you have an understanding –

MS. HARF: It’s my understanding that it’s not an accounting issue. It’s not that we can’t account for money. So I don’t – I’m not sure that there’s any money that we can’t account for.

QUESTION: So how is it grossly inaccurate, then?

MS. HARF: Because it’s not that there’s $6 billion we can’t account for. They said there were incomplete files –

QUESTION: Right.

MS. HARF: — and that the files were – their cumulative value for those contracts was about $6 billion. So it’s a filing issue. It’s not a “we lost money” issue.

QUESTION: So you’re sure that you know where all that money is even though you acknowledge that the files are not complete?

MS. HARF: I – that’s my understanding, yes. But again, all of this is posted on the IG’s website in much more detail.

QUESTION: But –

MS. HARF: I don’t have the $6 billion.

QUESTION: Yeah. I mean, I just – (laughter) – it sounds like it may be more of a distinction without a difference, saying it’s an accounting error, like maybe –

MS. HARF: No, because the notion that we can’t find $6 billion, right, would mean that it’s an accounting issue, that somehow we lost money that – you can understand why when people hear that they think that it means we’ve lost $6 billion. That’s my understanding that that’s not the case.

QUESTION: Yes, please. I mean, regarding this IG issue, it’s like every other day something is coming out of –

MS. HARF: IG’s been very busy, apparently.

QUESTION: Yeah. I mean, because there was no IG before, no five years.

MS. HARF: We have a new IG, yep.

QUESTION: Yeah, it came on September. Yeah. I mean, I’m trying to figure out – I mean, when he’s like – when you say grossly and inaccurate, does he presenting these things with information or just like a number?

MS. HARF: Yeah. So the way the IG works in general – and I don’t have the details about their methodology here – is they are independent and they undertake independent reviews, some I understand that are done just routinely, some I think are in response to people submitting things to them. And in general, after the IG does a draft report they submit it to either the post overseas or the office here or the bureau that deals with it so they can have a chance to review it and comment on it and to begin implementing recommendations, if there are any that they think are helpful. So there’s a process here. Then they eventually release the final report that sometimes takes into account comments, sometimes they disagree. We have a variety of ways to respond.

QUESTION: The reason I am asking because these things are related more about overseas activities and contracts. Does the State Department officially – when you say grossly inaccurate, are you going to say what is accurate?

MS. HARF: Yes. And as I said, our response and the entire report is up on the IG’s website. I’m happy to dig into it a little bit more. But yes, we do. I mean, that’s why we give responses and they’re published.

A good excuse to post this again:

Below are some of the cases specified in the $6 billion State/OIG alert:

  • A recent OIG audit of the closeout process for contracts supporting the U.S. Mission in Iraq revealed that contracting officials were unable to provide 33 of 115 contract files requested in accordance with the audit sampling plan.  The value of the contracts in the 33 missing files totaled $2.1 billion.
  • Forty-eight of the 82 contract files received did not contain all of the documentation required by FAR 4.8. The value of the contracts in the 48 incomplete files totaled an additional $2.1 billion.
  • An ongoing OIG audit of Bureau of African Affairs contracts revealed that CORs were unable to provide complete contract administration files for any of the eight contracts that were reviewed. The value of these contracts totaled $34.8 million.
  • In two joint audits conducted with DoD OIG,5 we found that, for two task orders valued in excess of $1 billion, the Bureau of International Narcotics and Law Enforcement Affairs had neither ensured that the COR for the Civilian Police contract in Afghanistan established or maintained contracting files that were complete and easily accessible, nor finalized and fully implemented standard operating procedures for maintaining COR files.
  • A joint audit with SIGIR,  we reviewed four task orders from the Worldwide Personal Protective Services II contract, with an estimated total cost of $1 billion as of May 29, 2008, and found that COR files maintained in both Washington, DC, and Baghdad, Iraq, were not accessible, complete, or maintained in accordance with Department policy.
  • One investigation revealed that a contract file did not contain documentation reflecting that modifications and task orders were awarded to the company owned by the spouse of a contractor employee performing as a Contract Specialist for the contract. This contract was valued at $52 million.  (Note: We think this is the relevant case - Former State Department Contract Employee And Husband Plead Guilty To $53 Million Fraud)
  • In another investigation, OIG found that a CO falsified Government technical review information and provided the contractor with contract pricing information. The related contract file was not properly maintained and for a period of time was hidden by the CO. This contract was valued at $100 million.
  • In a third investigation, OIG found that a COR allowed the payment of $792, 782 to a contractor even though the contract file did not contain documents to support the payment. Furthermore, an additional OIG investigation revealed that the contract file was missing a COR appointment letter required by FAR 1.602-2 (d).
  • COR files for a $2.5 million contract lacked status reports and a tally of the funds expended and remaining on the contract. OIG discovered other instances in which contract files lacked contract performance documentation and COR appointment and training certification; CORs failed to maintain technical information and performance records needed to monitor contractor performance; and COR filing systems were disorganized.

 

The Management Alert issued concludes that “The failure to enforce those requirements exposes the Department to significant financial risk and makes OIG oversight more difficult. It creates conditions conducive to fraud, as corrupt individuals may attempt to conceal evidence of illicit behavior by omitting key documents from the contract file. It impairs the ability of the Department to take effective and timely action to protect its interests, and, in turn, those of taxpayers. Finally, it limits the ability of the Government to punish and deter criminal behavior.”

If these contract documents were never completed, what is there to file? If these were filed but misplaced, how do you find files that date back to 2008 for instance on the Worldwide Personal Protective Services II contract in Iraq? Also, without accurate files how do we even know that “It’s not a “we lost money” issue?” 

This is the second Management Alert issued by State/OIG under Steve Linick this year. We have not been able to locate previous management alerts issued by any of his predecessors as Inspector Generals of the State Department.  Perhaps they’re available, not just to the public. But this scrub down is smart.  Every new sheriff should do it. We’re also looking forward to the next alert. It’ll tell us where the new IG is looking under the hood.

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Related items:

-03/31/14   Management Alert – Contract File Management Deficiencies (MA-A-0002)  [1768 Kb]  Posted online April 3, 2014

-01/13/14   Mgmt Alert on OIG Findings of Significant and Recurring Weaknesses in the Dept of State Info System Security Program (MA-A-0001)  [6298 Kb]  Posted online January 16, 2014

 

 

 

 

 

 

 

 

 

 

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Cuban Twitter: Short Message Service for Displaced People in the Northwest Frontier of Pakistan?

– Domani Spero

The month of April started off with a bang for USAID!  We saw the Twitter Cubano story first, and then there’s USAID’s reportedly $1billion a year “DARPA-like” innovation lab.  Also SIGAR John Sopko accused USAID of cover up in Afghanistan. And no, USAID Administrator is not going to New Delhi as the next US Ambassador to India. We were seriously intrigued by  the ZunZuneo story, the secret Cuban Twitter reported by the Associated Press. Can you blame us?

 

We thought the Associated Press did a great investigative piece. Sorry, we are not convinced that this was ‘breathlessly written.’

In July 2010, Joe McSpedon, a U.S. government official, flew to Barcelona to put the final touches on a secret plan to build a social media project aimed at undermining Cuba’s communist government.

McSpedon and his team of high-tech contractors had come in from Costa Rica and Nicaragua, Washington and Denver. Their mission: to launch a messaging network that could reach hundreds of thousands of Cubans. To hide the network from the Cuban government, they would set up a byzantine system of front companies using a Cayman Islands bank account, and recruit unsuspecting executives who would not be told of the company’s ties to the U.S. government.

McSpedon didn’t work for the CIA. This was a program paid for and run by the U.S. Agency for International Development, best known for overseeing billions of dollars in U.S. humanitarian aid.

For a look on how much the U.S. Government spent on Cuban Democracy between 1996-2011, see a snapshot of the funding here.

In an interview with Popular Science, USAID’s Administrator, Rajiv Shah, who led USAID through the program, defended it.

“One of the areas we work in is in the area of rights protection and accountability,” Shah said. The highest-level official named in the AP documents is a mid-level manager named Joe McSpedon.

But Shah—despite the fact that the program was unknown to the public—said the idea that ZunZuneo was a covert operation is “inaccurate,” and pointed out that there are other USAID programs that require secrecy, such as protecting the identities of humanitarian workers in Syria. “These projects are notified to Congress and the subject of a thorough accountability report,” he said.

 

The AP story mentions two USAID connected companies: Creative Associates International as contractor and Denver-based Mobile Accord Inc. as one of the subcontractors.

According to Denver Business Journal, Mobile Accord is the parent organization of the mGive business, which helps nonprofits raise donation via text message, and of the GeoPoll business handling opinion surveys in developing nations.

The Guardian reports that the money that Creative Associates spent on ZunZuneo was “publicly earmarked for an unspecified project in Pakistan, government data show. But there is no indication of where the funds were actually spent.”

So we went digging over at USASpending.gov. The first contract we located is a State Department contract with Mobile Accord in the amount of $969,000 and signed on September 18, 2009.  The contract description says: “Short Message Service Support to Be Provided to Displaced People in the Northwest Frontier of PAKISTAN.”

Screen Shot 2014-04-04

 

The second contract also with Mobile Accord in the amount of $720,000 was signed in July 8, 2010:

Screen Shot 2014-04-04

So if Twitter Cubano was not a “covert”operation, what’s this over $1.6 million contract between the State Department and Mobile Accord for the Northwest Frontier Pakistan about?  The folks who prepared this data for USASpending.gov did not really intend to be inaccurate with this public information, right?  They just inadvetently spelled ‘Cuba’ as ‘Northwest Frontier Pakistan.’

And this is the official version of  ‘truth in reporting”as public service? What you don’t know can’t harm you?

If this money actually went to Twitter Cubano, and was hidden in plain sight, how are we to believe the accuracy of the data we see on the USASpending website?

Where else do we have similar projects for democracy promotion and/or regime change if possible, do you know?

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Snapshot: Cuba Democracy Funding to State and USAID – FY1996-2011

– Domani Spero

The Associated Press recently produced an investigative piece on ZunZuneo, a Twitter Cubano reportedly aimed at undermining the socialist government in Cuba that was managed by USAID.

The official government response cited a GAO report from 2013 which make no mention of ZunZeneo. The report, however, provides a snapshot of how much we have spent on the Cuba Democracy project from 1996-2011. Ay mucho dinero:

In fiscal years 1996 through 2011, Congress appropriated $205 million for Cuba democracy assistance, appropriating 87 percent of these funds since 2004. Increased funding for Cuba democracy assistance was recommended by the interagency Commission for Assistance to a Free Cuba, which was established by President George W. Bush in 2003.13 Program funding, which peaked in 2008 with appropriations totaling $44.4 million, has ranged between $15 and $20 million per year during fiscal years 2009 through 2012. For fiscal year 2013, USAID and State reduced their combined funding request to $15 million, citing operational challenges to assistance efforts in Cuba.14

In fiscal years 1996 through 2011, $138.2 million of Cuba democracy funds were allocated to USAID and $52.3 million were allocated to State. (see GAO report pdf).

 

Screen Shot 2014-04-03

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U.S. Embassy Bahrain: “Seat of the Pants” Leadership and Management Mess

– Domani Spero

State/OIG posted its March 31, 2014 Inspection Report of the U.S. Embassy in Manama, Bahrain. While there are some pockets of sunshine in this report, it comes across like post is a huge management mess. Post is headed by career diplomat, Ambassador Thomas Krajeski who assumed charge in October 2011. According to the embassy’s website, Stephanie Williams arrived as Deputy Chief of Mission in Manama in June 2010.  The current Deputy Chief of Mission Timothy Pounds arrived at post in March 2013.

The inspection took place in Washington, DC, between September 3 and 23, 2013, and in Manama, Bahrain, between September 25 and October 19, 2013. Ambassador Marianne Myles (team leader), Michael Hurley (deputy team leader), Alison Barkley, Beatrice Camp, Roger Cohen, David Davison, Shawn O’Reilly, Keith Powell II, Richard Sypher, Joyce Wong, and Roman Zawada conducted the inspection.

Post Snapshot:



Embassy Manama is a medium-sized mission with 80 U.S. direct hires, 23 U.S. local hires and 85 locally employed (LE) staff members who oversee a $14 million budget and manage 78 leased properties. The embassy building opened in 1991 and is nearing capacity. Manama is one of the Middle East missions that allow families, and assignments there continue to be 3-year tours. Continuing demonstrations and attacks against government and commercial targets have severely restricted the movement of staff and taken a toll on their morale.

Key Judgments

  • The embassy has two competing policy priorities: to maintain strong bilateral military cooperation and to advance human rights. The Ambassador has forged strong relationships with U.S. military leaders based in Bahrain to promote common goals.
  • The Ambassador’s failure to maintain a robust planning and review process has led to confusion and lack of focus among some staff members and sidelined economic/commercial activities and public diplomacy programs.
  • The embassy has not developed a comprehensive strategy to improve the Ambassador’s negative media image. The Ambassador has agreed to increase his participation in noncontroversial programs and events with potential to generate positive publicity.
  • Public affairs activities suffer from a lack of strategic planning.
  • The mission produces well-sourced and timely political reporting. Economic reporting has been sparse. The embassy does not have a strategy to support the President’s National Export Initiative.
  • Management controls processes are weak across the board, and the embassy should make resolving them a priority. The management officer has been given other duties that prevent him from giving his full time and energy to addressing these weaknesses. A lack of transparency in management policies exacerbates low morale.
  • The embassy and the Department of State have not implemented local labor law provisions that went into effect in September 2012 and have not made a decision on a proposed 2011 locally employed staff bonus.
  • The front office does not give adequate attention to mentoring, especially first-and second-tour employees.
  • The embassy’s innovative practice of providing mobile Internet routers in welcome kits makes the transition process for new employees more efficient.

You’ve got to wonder what’s else is going on when the embassy’s website displays this white space despite its DCM’s arrival at post about a year ago.

 

Screen shot, US Embassy Manama

Screen Capture, US Embassy Manama – March 28, 2014

More details below extracted from the OIG report.

Leadership and Management

 – Ambassador:

  • The Ambassador has forged a strong relationship with the heads of U.S. Naval Forces Central Command and U.S. Marine Forces Central Command to promote consistent U.S. policy messaging. He is respected by many Bahraini officials and is well liked by mission staff. However, his lack of access to some key government officials, his poor media image, and the lack of an effective strategy to address these issues have created friction with principal officials in Washington.
  • 

The Ambassador has not focused sufficiently on planning processes and implementation as a way to keep staff focused during turbulent times. His belief that reactive “seat of the pants” leadership works best in Bahrain’s challenging environment has left staff members who do not have access to him on a regular basis confused about mission goals. Disdain for planning has trickled down to section heads, leaving most sections without the tools to make the best use of their programs and resources. During the inspection, the Ambassador endorsed a new planning effort launched by the deputy chief of mission (DCM) to create a broad-based plan of action for all sections and agencies. The Ambassador needs to remain personally involved in this effort.
  • Lack of a clear commercial strategy has impeded the Ambassador’s focus on export promotion. He should impart a vision to the economic/commercial section that will involve him in business issues, including making greater use of the Free Trade Agreement.
  • The Ambassador is intensely concerned about the security of mission employees, and they noted this favorably in OIG questionnaires. Despite that focus, he undermined the emergency action committee by allowing the former DCM to remain in a leased DCM residence in an unsafe red zone when other staff members living there were required to move. This decision required costly security measures to protect her and her family. When the new DCM arrived and moved into a new DCM residence, the Ambassador encouraged him to continue looking for yet another DCM residence, despite a 7-year lease and security upgrades that were already in place. The Ambassador’s practice of encouraging staff members to seek new housing is contrary to Department of State (Department) standard operating procedures.
  • 

The Ambassador has a well-received practice of walking around the embassy and dropping in on sections. He converses with staff on a frequent basis in the chancery cafeteria and at community functions. He holds “welcome breakfasts” at his own expense for newly arrived U.S. employees. However, he rarely meets with mission members in formal settings, such as town halls or LE staff committee meetings. There is a desire within the mission for greater engagement by the Ambassador.
  • The OIG team noted anomalies between the Ambassador’s calendar and his time and attendance reports and brought them to his attention through a formal memorandum with an itemized attachment. The OIG team noted that having elected a senior Foreign Service pay plan, the Ambassador is required to account for all leave, as outlined in ALDAC 13 State 26982. The Ambassador challenged two of the team’s assertions in the itemized attachment but declined to discuss other discrepancies, especially personal time spent out of the office on workdays. The issue merits further review, including examining time and attendance records and other documentation.
  • The Ambassador has had a difficult time with the government-dominated media since his arrival. Early in his tenure he wrote some broad policy articles for the newspapers and conducted television interviews. Press reaction was negative and included personal criticism of him. Soon after, the Ambassador reduced his press exposure. The Ambassador agreed to consider OIG team suggestions that he increase his participation in noncontroversial events and programs as a way to gain positive publicity and improve his public image, as well as the image of the United States. He agreed to attempt blogging and to engage first-and second-tour (FAST) employees in the effort. He also agreed to work with the public affairs staff to draw up a media plan, including his engagement in cultural programs.
  • The Ambassador chose not to engage with the OIG team in the exit brief process that is the standard final part of a mission inspection. His decision deprived the embassy of the opportunity to offer clarifications and raise questions directly with the OIG team.

Leadership and Management – Deputy Chief of Mission:

  • The DCM has a sufficient host country network and has served effectively as chargé d’affaires. The DCM meets regularly with section and agency heads. However, he does not provide adequate support and guidance to FAST employees, the LE staff committee, the community liaison office (CLO), or eligible family member (EFM) employees. He also does not move about the embassy enough. Several employees reported never seeing him outside his office. The DCM agreed to circulate in the chancery more often.
  • The DCM has not focused sufficiently on key management issues, including several that affect morale. Lack of clarity in EFM hiring, LE staff hiring and promotions, and housing board decisions have led to perceptions throughout the community of favoritism and unfairness. In addition, the DCM supports allowing employees to move upon request, regardless of the reason, as a way of boosting morale. This approach leads to waste and does not conform to 15 FAM policies on housing.
  • DCM needs to devote more attention to the FAST mentoring program. His approach has left the program largely without guidance. The DCM has not led an effort to establish a new structure for the program, identify a FAST volunteer to chair the program, and meet regularly with the group. The OIG team encouraged leadership and FAST employees to consider best practices used by other embassies with strong FAST programs.
  • 

The DCM has neglected some personnel duties, such as discussing performance expectations with direct-hire employees for whom he is the rating or reviewing officer.
  • The OIG team reviewed consular accountability and found that the consular chief is reviewing subordinate officers’ adjudications properly. However, the DCM is not reviewing those of the consular chief. He should do so.

Econ Section

[T]he volume of economic reporting has been low, with approximately 1 economic cable for every 10 drafted by the political unit. The lack of front office attention to economic matters has left the economic unit with little guidance on issues of potential interest to Washington. The frequent diversion of the economic specialist’s attention to political issues, while the political specialist performs backup protocol duties, has also hurt economic reporting.

Public Affairs Section

The public affairs section has an experienced and dedicated staff conducting innovative programming and responding to intense front office interest in media reporting.
[…]
Post public diplomacy programs would have greater impact if they were part of an overall strategy that included greater participation by the Ambassador. The public affairs officer (PAO) has not directed the section in establishing policies, defining goals, and prioritizing plans to achieve mission objectives. Internal processes for dealing with grants, speakers, and exchanges are not consistent, clearly understood, or readily accessible. The section posts only limited information about its processes and activities on its SharePoint site.
[…]
The government-controlled press is frequently highly critical of the Ambassador but the embassy is cautious about using social media to counter this, concerned that doing so often draws negative comments. The public affairs section posts the Ambassador’s public appearances on Facebook but does not generally tweet his activities. The embassy does not use blogs. Officers adept at social media can help use these tools to improve the Ambassador’s public image and to correct misinformation about U.S. policies.

Management Overview 



There is a need for better management planning across the board, including for staffing, real property acquisition, office space, housing, safety, and maintenance. Management controls are inadequate; in the procurement section, weak controls constitute a serious deficiency. The section requires outside help. Customer satisfaction scores from OIG questionnaires for most support services were low, reflecting a lack of basic processes and standard operating procedures. Embassy Manama should make improving management operations and internal controls a priority.

General Services Office

The general services office suffers from poor communication up and down the chain of command. An accurate arrivals and departures list would enhance the efficiency of all general services sections. The embassy’s internship program is not adequately coordinated with the general services office, creating adverse effects on housing, motor pool, and travel services.

Customs and Shipping 

The customs and shipping staff consists of one LE employee who expedites shipments and has a large contact base at the port and at the airport. This employee has not been able to take leave, even when he has scheduled it well in advance, because of emergencies that require his presence. Sound management requires backup for each critical function.

Human Resources



Work and quality of life questionnaires administered by the OIG team report scores significantly below prior embassy averages in human resources support and services, administration of the awards program, and fairness of family member hiring. Poor leadership, lack of adequate processes, and the absence of transparency and communication have hampered the staff. The human resources officer needs to reinvigorate the section and regain the trust of the mission’s direct-hire employees, LE staff, and eligible family members.

Inspectors encountered a number of shortcomings in the office. The retail price survey had not been completed since 2009. Personnel cables were not being sent using the proper template and each message was being created from scratch. Supervisors were not being notified 6 months prior to LE subordinates’ retirement dates. Staffing patterns contained numerous mistakes.



Foreign Service National Issues

  • Inspectors met with the LE staff committee, whose members expressed concerns about compensation and benefit issues, hiring policy, discrimination and favoritism, unfair dismissals, and a lack of cultural sensitivity displayed by some direct-hire employees. They said their primary points of contact are the management officer and the human resources officer. They occasionally have access to the DCM, but not to the Ambassador. It would be helpful for embassy management to respond to LE staff concerns in writing.
  • The second benefit issue relates to changes to the local compensation plan brought about by a new Bahraini labor law implemented in September 2012. The law grants additional benefits to Bahraini employees in the areas of annual and sick leave, maternity benefits, and pilgrimage leave. As with the bonus, too much time was wasted—this time trying to get an English translation of the labor law that was issued in Arabic. The embassy sent the plan to the Office of Overseas Employment in March 2013; it remains under review.

Cultural Sensitivity

The LE committee cited several examples of culturally insensitive behavior by American employees. It is unclear whether the words and actions were spiteful or occurred because the employees lacked knowledge of Bahraini culture and norms. To guard against such events, it would be helpful for the embassy to incorporate a cultural sensitivity component into its orientation programs for U.S. direct-hire and locally employed staff.

Money Matters

COM Residence:  The chief of mission residence costs $272,000 per year (approximately $22,500 per month) to rent. It is one of the Department’s most expensive short-term leased properties, qualifying it for consideration to purchase. The embassy has requested the Department also consider purchase of a DCM residence and a Marine security guard residence.

Language Designated Positions:  Embassy Manama has 10 language designated positions: the DCM; 4 political/economic officers, 2 consular officers, 2 public diplomacy officers, and the management officer. As half the population of Bahrain is expatriate, many from South Asia, the common language of the country is English. Six of the 10 officers in language designated positions reported to inspectors that they do not use Arabic in their jobs. The number of language designated positions makes finding qualified candidates for embassy jobs more challenging. Moreover, it costs the Department approximately $500,000 to train an officer to speak proficient Arabic.



Management Controls: Management controls at Embassy Manama are inadequate. Despite the embassy’s positive responses to the OIG functional questionnaires, and the positive information provided by the regional bureau, the OIG team determined the breakdown in procurement processes reaches the level of a significant deficiency. 

Though adequately staffed, Embassy Manama paid 2,000 hours of overtime compensation to general services employees and 1,000 hours to facilities management employees in FY 2013. According to the Foreign Affairs Handbook, (FAH) 4 FAH-3 H-525.1-2 the management officer must establish controls for accurate and timely recording and reporting of time and attendance. The mission delegates responsibility for overtime authorization to each section supervisor and time and attendance to the financial management officer. Nobody monitors LE staff overtime, resulting in anomalies and improper overtime approvals.

The report is available to read here (pdf).

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Snapshot: Visa Waiver Program Countries as of February 2014

Under the visa waiver program (VWP), the Secretary of Homeland Security, in consultation with the Secretary of State, may waive the “B” nonimmigrant visa requirement for aliens traveling from certain countries as temporary visitors for business or pleasure (tourists). Nationals from participating countries must use the web-based Electronic System for Travel Authorization (ESTA) to get an approved electronic travel authorization before embarking to the United States, and are admitted into the United States for up to 90 days. The VWP constitutes one of a few exceptions under the Immigration and Nationality Act (INA) in which foreign nationals are admitted into the United States without a valid visa. As of January 2014, 37 countries participate in the VWP.

Andorra, Australia, Austria, Belgium, Brunei,  Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Japan, Latvia, Liechtenstein, Lithuania, Luxembourg, Monaco, Malta, the Netherlands, New Zealand, Norway, Portugal, San Marino, Singapore, Slovakia, Slovenia, South Korea, Spain, Sweden, Switzerland, Taiwan, and the United Kingdom.

CRS: Visa Waiver Program, February 12, 2014

Now includes 38 countries. On February 28, 2014, Secretary Jeh Johnson announced the designation of Chile into the Visa Waiver Program (VWP).  Starting May 1, 2014, eligible Chilean passport holders with both an approved Electronic System for Travel Authorization (ESTA) and an e-passport will be able to visit the United States without nonimmigrant visitor visas.

Read more here.

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IERs: We’re Not Doing ‘Em Anymore, We’re Doing Something Better — Oh, Smashing, Groovy!

– Domani Spero

We’ve been harping about the termination of the OIG prepared report cards (officially called Inspector’s Evaluation Reports) for ambassadors and senior embassy officials. For career diplomats, these reports used to be sent to the Director General of the Foreign Service (DGHR) for inclusion in the employees’ official personnel files (OPFs) and were accessible to members of the FS Promotion Boards.  For political appointees, these reports were previously sent to the White House.

The OIG spox told us last week that “Although OIG no longer produces IERs, senior official performance issues that were previously addressed in IERs are now addressed transparently in OIG inspection reports, which are available to all stakeholders.” We’ll have to wait and see what this transparency looks like. We must say, however, that even if  this were true, the fact remains that “senior official performance issues” will no longer be included in the information available to the Promotion Boards. So basically that DCM over there who caused the resignation/retirement/curtailment of FSOs from post for workplace bullying may be penalized in an OIG report that when released to the public may/may not have redactions, but will suffer no consequence when promotion time comes.

Yup, we’re beating this dead horse to death because …

It is true that Inspector’s Evaluation Reports  (IERs) are “non-public documents processed internally within the Department and used for performance evaluations of senior Department leadership”but as we’ve blogged last week, some of these cases do end up in the Foreign Service Grievance Board. And one of these IERs was published in full (stripped of identifying details) in the official record of proceeding.  The consequence in this 2004 case, included the curtailment of the second highest ranking embassy official from post, a year before the scheduled conclusion of his tour. The official subsequently grieved the IER, prepared following a post inspection conducted by State/OIG, alleging that it “did grievous injury to [his] professional reputation and career prospects through distorted and defamatory allegations of managerial negligence.”  In dealing with the various arguments by official/grievant that the IER was false and inaccurate, the Grievance Board found that the official/grievant “failed to shoulder his burden of proof” and denied it in its entirety.

The following IER exhibit is extracted from FSGB 2004-055:

 {Grievant} has served as Deputy Chief of Mission at {Host City} at perhaps the most demanding time in this embassy’s history.  The political and security situation in the nation is highly dynamic, as {blank} insurgents use violence in their efforts to undermine the government, impeding economic development and regional stability.  Tourism has dropped, the safety of remaining Americans has become a constant concern and U.S. engagement with the government of {Host Country} has increased exponentially.  The new U.S. program of military assistance has jumped to $20 million and the budget for longer-term economic and social assistance is at an all-time high of $42 million.  The expansion in U.S. engagement has been matched by dramatic growth of embassy staff.  Over the past year, there has been an increase of more than 50% in State Department American staff – primarily junior officers and specialists in the consular and administrative sections.  This situation demands strong, engaged leadership.  Unfortunately, the management of Embassy {Host City} has not risen sufficiently to meet this challenge.

The ambassador delegated authority for overseeing overall operations of this mission to {Grievant}.  This has included chairing country team meetings, meeting regularly with heads of mission elements, clearing and editing the majority of cable traffic and handling personnel and management problems.  {Grievant} has also had to take center stage in coordinating the assessments of the {blank} threat and communicating and defending that assessment to Washington.  Perhaps, this was too much delegation.  The result has been a daunting workload and a time management problem, with key DCM functions neglected.

Matching the ambassador’s focus on our foreign policy agenda, {Grievant} has worked hard to advance our goals of increased economic and security support to the government of {Host Country} to help combat the {blank} insurgency.  He has been instrumental in helping craft U.S. policy and has carefully coordinated the efforts of embassy sections and agencies working on this priority.  He has also engaged effectively with the {blank} and {blank} embassies to garner their support. {Grievant} worked closely and successfully with the RSO and ADMIN to press Washington for the resources to relocate the vulnerable American Center.  In addition, he successfully worked with the government to overcome legal obstacles to security upgrades at The [sic] embassy’s downtown compound. and [sic] problems related to visas for {Host Country} residents immigrating to the United States.  These are considerable achievements, but they came at a high price.  {Grievant} has generally remained subsumed in policy activities to the detriment of basic management of the embassy.  Tied to his desk, he has not been a visible presence around the mission and has failed to address some key personnel and management problems effectively.

While many staff declared great respect for {Grievant}’ deep experience in {region} and his political skills, their overall assessment of him as a manager and leader was poor.  He received low scores in most categories of OIG questionnaires assessing leadership and direction, with particular weakness in coordination, vision/goal setting, engagement, feedback, judgment and attentiveness to morale.  His lowest mark was in the area of problem solving.

Morale has suffered and employee relations have been strained due to management shortcomings and the intimidating atmosphere some staff face at post.  {Grievant} is not the intimidator.  Quite the contrary, he was appalled at this situation and had consoled officers who were the victims of this behavior.  He did try to diffuse these problems somewhat, but did not deal with them sufficiently.  Poor management practices and the abusive behavior by some key officers to American and local staff were allowed to persist.

Finally, {Grievant} has not provided necessary guidance and mentoring of the many junior officers at this mission.  Indeed, he claimed that – having not had State Department training for a decade – he only became aware of the extent of his responsibilities for them earlier this year, at a management conference in {Embassy}.  Due to the poor management of the post and the abusive atmosphere noted above – some of these junior officers told OIG inspectors that they were now questioning whether they would remain in the Foreign Service.

So now, no more IERs, best try the um …

Pardon me?  You expect that the members of the Promotion Panels will now dig up the unredacted OIG reports when they deliberate the promotability of senior employees?  As Austin Powers, International Man of Mystery used to say, “Oh, smashing, groovy!”  

For reports on performances with redactions, see  the previous OIG reports on US Embassy Islamabad and Constituent Posts, and US Embassy Lebanon; for reports on performances with little or no redactions, see the ones on Luxembourg, Malta, Kenya.

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The State of Foreign Service Family Member Employment 2013 — Where Are the Jobs?

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– Domani Spero

According to State/FLO, the total adult family member population of the Foreign Service in 2013 is 11,528.  This number was 9,243 in 2007 and  9,819 in 2009. Family members are 78% female and 64% are not working.  Male family members are slowly expanding in numbers; they constitute 20% of the family member population in 2007, 19% in 2009 and is up 22% last year.

Of the 36% working , 24% works inside the U.S. mission with only 12% working in the local economy. The total number of family members employed was 25% in 2009.   While more jobs have become available since 2009, the FS family member population has also expanded by 1,711 in the last four years.  Of the 64% not working  or 7,392 family members — the FLO data does not provide insight into how many of these have opted to stay home voluntarily and how many are interested in working but could not find work overseas.

We should note that the State Department has created an Expanded Professional Associates Program (EPAP) for family member employment.  These are professional level Foreign Service full-time positions, centrally funded by the Department of State and some through ICASS (as opposed to post-funded positions). But the program only provides “186 filled EPAP positions in total.”  Not all family members would like to work, of course, but for those interested in professional level positions, 186 EPAP positions amount to a 1.6% drop in a universe with 11,528 individuals.

The 2011-2013 data indicates that the largest number of FS family members at post is located in the EUR bureau (3,319) followed by the WHA bureau (2,716).  However, the total number of family members employed at post is highest in the South Central Asia countries, followed by posts in Africa.  The South Central Asia bureau only has 615 family members at post, the lowest number among regional bureaus but at 53%, it has the highest  number of employment among family members. The SCA bureau includes Afghanistan and Pakistan  where adult family members are allowed to accompany employees pending job availability at post and “M”bureau approval .

The top leading locations for family member employment have not changed.  As in 2009, the top leading posts for family member employment in 2013 are located in the following bureaus:

#1 South Central Asia (see posts here)

#2 Africa (see posts here)

#3 Near East Asia (see posts here)

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Click on image to view the State/FLO report in pdf)

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State Department Annual Awards 2013 – A Banner Year for Consular Officers

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– Domani Spero

The ceremony for the Annual State Department Awards is typically held in November.  The 2013 ceremony officiated by Secretary Kerry was held in November 14 last year at the Ben Franklin room in Foggy Bottom.  Although the names of awardees are normally released by cable internally, the names and photos do not make it to the public sphere until they are published by State mag early the following year.  This past January, State mag published the names, and we have extracted the names/photos of awardees below.

You will note some familiar names (and not so familiar ones) and posts.  The former chargé d’affaires and OMS at US Embassy Libya received awards.  The RSO for US Embassy Turkey received  the  Bannerman award recognizing outstanding contribution to security (see deadly terrorist attack on Embassy Ankara February 1, 2013). FSOs in Missions Brazil, Pakistan, and Mexico did very well garnering awards ranging from exceptional vision, leadership, and excellence in reporting.

Seems to be a banner year for consular folks.  Note that the consular boss for Mission Brazil Donald Jacobson received the Raphel Memorial Award for  “outstanding leadership and direction” of the consular team.  US Embassy Yemen’s consular chief, Stephanie A. Bunce received the Barbara Watson Award for Consular Excellence for “inspired leadership” (see US Embassy Yemen: Revocation of U.S. Passports, a Growing Trend?).  Emily J. Makely received the Mary Ryan Award  for “professionalism and personal commitment to thesecurity and well-being of U.S.citizens in Rwanda, as well as U.S. citizens being evacuatedfrom the Democratic Republic of Congo” as the sole consular officer at US Embassy Kigali.

The DCM award went to Laura Farnsworth Dogu of US Embassy Mexico. In 2006, Ms. Dogu also received the Watson Award for Consular Excellence for “her efforts to protect children through the Hague Convention on the Civil Aspects of Child Abduction.” Take a look.

Click on maximize view icon max iconon the lower rightmost end of the ScribD screen to read in full screen.

 

 

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