Trump Arrives in Helsinki For “Meeting” With Putin, Not Summit

 

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Secretary Pompeo’s Swagger Report From the POTUS’s European Show

 

President Trump left Washington for the seventh foreign trip  of his presidency with stops in Brussels; London; Glasgow (Scotland); and Helsinki.  Secretary Pompeo was on a visit to six countries in eight days with Brussels as the last leg of his trip where he joined President Trump in a meeting with NATO Secretary-General Jens Stoltenberg.

The Secretary’s swagger update continues telling his State Department employees that they “put a lot of mileage on the plane in a tight window of time. But our teams on the road, at posts, and at home delivered on the mission no matter where we were or what we were doing.”

He also informed employees that our new ambassadors to the Kingdom of Belgium, Ronald Gidwitz, and the European Union, Gordon Sondland “are off to a great start leading their respective missions” and that both are  “working closely with our NATO Ambassador Kay Bailey Hutchison.”

Apparently USNATO mission is now in the new NATO headquarters and there was a ribbon cutting ceremony attended by the Secretary, Ambassador Hutchison, and Secretary of Defense Mattis. The Secretary told employees that “In many ways, this building symbolizes a new era for the most successful Alliance in history. Our goal is to strengthen NATO by increasing shared contributions and adapting it to better confront both conventional and unconventional threats.”

After President Trump’s confrontation at NATO which left the Alliance according to the NYT “intact but distracted and shaken”, the Secretary of State apparently chaired a meeting of the Coalition to Defeat ISIS, along with NATO Secretary General Stoltenberg and that he “encouraged greater stabilization assistance to support areas of Syria liberated from ISIS in Coalition-supported operations.”

He ended his report with the following inspiring words:  “You showed your swagger on every leg of this trip. Keep working hard, keep delivering on mission, and keep proudly representing the United States of America.”

He forgot to add that you should not forget to keep a brown paper bag handy in case you need to hide from the moon and the sun.

And then this — reports that the Pentagon embarked on “damage-control” after President Trump’s departure, and then the Secretary of Defense called that report fiction saying, “That was fascinating. I love reading fiction.”

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July 4, 2018: Celebrations, Boycotts, Lies, Cages, Profiteers, One Fired Cartoonist

 

Meanwhile — we understand that it was a spectacular show on teevee. Apparently, one story changed more than a dozen times, and ratings were like nothing ever seen before.

And then a cartoonist was fired for his catalog of brutal realities. If you’ve lived in developing countries ruled by dictators (who typically, take over media outlets in the name of protecting their people), you will quickly realize that media outlets run by pals and cronies is a perilous cliff. Before long, the only cartoons and news fit to print are friendly litanies of the life of the country. There are no dissenters in fairytales, of course. We don’t want to be that country. I don’t think we will … but it doesn’t help my troubled soul tonight.

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Photo of the Day: Honeymoon Selfie With Mike

Via state.gov

Secretary Pompeo Speaks to First and Second Tour Officers at U.S. Embassy Tel Aviv
Secretary Pompeo takes a photo with first and second tour officers from U.S. Embassy Tel Aviv, in Tel Aviv, on April 29, 2018. (State Department photo/ Public Domain)

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US Embassy Jerusalem Opens With Palestinian Deaths, Protests, and FAM Confusion

Posted: 12:19 PT

 

We’re days late on this but the United States opened the new U.S. Embassy in Jerusalem on May 14. The event sparked protests at the Gaza border which resulted in the deaths of over 50 Palestinians and hundreds of wounded protesters.

With the Embassy officially moved to Jerusalem, Tel Aviv has not been designated as a consulate general but as a “Branch Office”. The State Department did update its 2 FAM 440 on Changing Post Status on May 18, four days late and it does not enlightened us on what happens to the Tel Aviv post, the consular districts, the role of the chief of mission to USCG Jerusalem or for that matter, what happens to place of birth names on passports as 7 FAM 1300 Appendix D has not been updated.  Note that previous to this move, USCG Jerusalem’s consular districts include the West Bank, Gaza, and the municipality of Jerusalem while Embassy Tel Aviv’s consular district includes all other territory in Israel.

We understand that  the Consul General in Jerusalem will continue to live in the chief of mission residence (CMR) on the Agron Road consulate site. It is also our understanding that USCGJerusalem — a separate post with its own chief of mission that reports directly to the bureau and was never a constituent post of then Embassy Tel Aviv —  “will go on as usual” even after the ambassador and mission to the State of Israel move to Jerusalem. So the USG will have two posts in Jerusalem, each with a different mission? Are there going to be one or two separate consular sections? What’s bidding going to be like? We’re having a moment with FAM confusion, help would be appreciated from folks in the know.

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USAID/OIG Takes First Stab in Autopsy of Tillerson’s State/USAID Redesign

Posted: 1:45 am ET

 

In response to last year’s congressional request, USAID/OIG reviewed “USAID’s process in developing its reform plans and its compliance with congressional notification requirements.” We believe this is the first official accounting available on what transpired during Tillerson’s Redesign project, but primarily on the USAID side. We’re looking forward to State/OIG’s review of the project on its side.

The March 8, 2018 USAID/OIG report titled “USAID’s Redesign Efforts Have Shifted Over Time” was publicly posted on March 9, 2018. This report was originally marked “Sensitive But Unclassified (SBU)” and when publicly released, some of the appendices were redacted apparently at the assertion of the State Department and USAID that these be withheld from public view (see Appendix D, E and F. “USAID and the State Department have asserted that these appendixes should be withheld from public release in their entirety under exemption (b)(5) of the Freedom of Information Act, 5 U.S.C. 552(b)(5). OIG has marked this material SBU in accordance with 22 CFR 212.7(c)(2), which states that the originator of a record is best able to make a determination regarding whether information in that record should be withheld”).

USAID/OIG’s task was to determine (1) how USAID developed its redesign plans pursuant to Executive Order 13781, which were addressed by describing both the events and actions taken by USAID to develop its reform plans and the assessments of USAID’s actions by those involved in the process, and (2) whether USAID complied to date with fiscal year 2017 appropriation requirements.

USAID/OIG  interviewed 42 officials from across USAID. Interviewees included USAID employees from the Administrator’s Office, members of the Transformation Task Team, employees across every bureau and independent office, and overseas mission directors. The report says that these individuals were selected because of their knowledge of specific portions of the redesign process. There was also a survey that includes all 83 USAID mission directors worldwide (27 of whom responded). USAID/OIG also interviewed six senior officials from the State Department involved in the joint redesign process “to corroborate USAID testimony and portray a more balanced, objective sequence of events leading to the reform plan submissions.”

USAID/OIG’s conclusion:

“Results of our point-in-time review indicate good intentions by USAID as well as the State Department. However, USAID’s limited involvement in the design of the listening survey, uncertainty about redesign direction and end goals, and disagreement and limited transparency on decisions related to the consolidation of functions and services raise questions about what has been achieved thus far and what is deemed actionable. Given the concerns raised by USAID personnel, transparency—as well as compliance with congressional notification requirements—could prove challenging as redesign plans turn into actions.”

The details below are excerpted from the report:

Redesign process was resource-intensive and ad hoc

  • During this nearly 3-month process, USAID reported contributing around 100 employees (mostly senior officials) spanning 21 of its 24 bureaus and independent offices. Ten employees were detailed full-time to the effort. These participants were 48 percent Civil Service employees, 28 percent Foreign Service employees, 7 percent political appointees, and 5 percent contractors.
  • The State Department was reported to have brought around 200 people into the process.
  • According to work stream leaders, the State Department’s initial guidance for the teams was to “think big” with “no guardrails,” but the lack of boundaries and explicit goals hindered progress. The looming question of whether USAID would merge into the State Department not only distracted teams but further confused the direction of the redesign process.
  • The initial lack of direction was viewed as a hindrance by representatives from all work streams.
  • Participants described the joint redesign process as “ad hoc.” Interviewees from both the State Department and USAID noted instances when leaders of the joint process seemed unsure of the next steps. For example, a senior State Department official involved in coleading a work stream said there was not a lot of preparation, and the work streams did not know what the final products would be.

Joint disjointed efforts and disagreements

  • USAID shared its supplemental plan with the State Department days before the OMB deadline. A senior State Department official stated that the State Department was not pleased with the supplemental plan, noting that some of USAID’s proposals should have been developed through the joint process. The State Department asked USAID to remove some of its proposals relating to humanitarian assistance, foreign policy, and strategic international financing because State Department’s decisions regarding these areas had not been finalized. In the end, the supplemental plan USAID submitted to OMB contained 15 proposals (appendix E), while the version previously submitted to the State Department had 21. The six removed supplemental proposals are shown in appendix F. A senior USAID official noted, however, that USAID let OMB know what the filtered and unfiltered supplemental plan looked like.
  • Interviewees from the work streams and various leadership positions noted disagreement on decisions related to consolidation of USAID and State Department functions and services. Members from the work streams at all levels stated that the ESC—tasked to resolve disagreements within the work streams—rarely did so and was often unable to reach consensus on major issues such as the consolidation of IT and management services, or how to divide humanitarian assistance and funding decisions between the State Department and USAID.
  • Even after some decisions were thought to have been made, USAID officials reported instances when the State Department would revisit the decisions, forcing USAID to defend what was already considered resolved. This rethinking of decisions led a number of interviewees from both USAID and the State Department to wonder whether there were strong advocates for consolidation of services within the State Department.
  • Officials familiar with ESC [Executive Steering Committee] also noted that the committee lacked a formal process to resolve disagreements, and opinions were often split along State Department and USAID lines. As a result, some decisions on consolidation were left on hold and remain undecided.

USAID not part of listening survey decision

  • According to a top USAID official, the decision to administer a survey was made by the State Department alone, and USAID had little say as to whether it should participate or how the survey would be administered. USAID was not part of the contracting process with Insigniam and was brought in after most of the details were decided. The week following the issuance of OMB’s memorandum guidance, Insigniam engaged State Department and USAID officials to provide input into developing the listening survey questions but gave them less than 2 business days to provide feedback. A small group of senior USAID officials worked over the weekend to compile suggestions and submitted it by the requested deadline. Despite this effort, USAID officials did not feel their input was sufficiently incorporated into the survey. 

Questions about data integrity

  • Questions of data integrity were raised, including projected cost savings of $5 billion that would be realized with the proposed reforms—projections several USAID officials characterized as unrealistic. For example, one senior USAID official stated that the contractor responsible for compiling work stream data did not adequately understand USAID and State Department processes before applying assumptions.

 

  • The data and analysis behind the listening survey were also closely held. USAID officials reported requesting and being denied access to the complete, “raw” survey data, which is owned by the State Department. Some interviewees noted that without access to data, it would be difficult to interpret the magnitude of some of the issues identified in the listening survey.
  • This concern with data integrity was consistent throughout our interviews. For example, a senior USAID official stated that Deloitte—who was compiling data for work stream decision making—did not obtain an adequate understanding of processes before applying assumptions to them. Other work stream participants said that because data came from different systems in USAID and the State Department, it was difficult to accurately compare scenarios between agencies. According to several interviewees familiar with the data, the process had poor quality assurance. For example, documents were kept on a shared server with no version control. Moreover, interviewees noted that much of the decision-making information for the work streams was “experiential”—based on the backgrounds of people in the subgroup rather than hard data.
  • In addition, interviewees from both the State Department and USAID questioned Insigniam’s recommendation to move the State Department’s Bureau of Consular Affairs to the Department of Homeland Security—a recommendation some claimed was unlikely to have been based on data from the listening survey. This prompted a number of those involved in the reform process to question how survey input had been processed and the validity of the rest of Insigniam’s takeaways.

(NOTE: A source previously informed us that only 5-6 individuals have access to the raw data; and that the survey data is in a proprietary system run by Insigniam. Data collected paid for by taxpayer money is in a proprietary system. We were also told that if we want the data, we have to make an FOIA request to the Transformation Management Office, but our source doubts that State will just hand over the data).

Concerns about inclusiveness and transparency

  • A number of interviewees, including some mission directors and heads of bureaus and independent offices, felt the redesign process was not only exclusive, but also lacked transparency. According to senior USAID staff, OMB instructed the Agency to keep a close hold on the details of the redesign. While some mission directors noted that biweekly calls with bureau leadership, agency announcements, and direct outreach kept them informed of the redesign process as it occurred, field-based officials expressed dismay and disillusionment with what seemed to be a headquarters-focused process.

Mission closures and congressional notifications

  • [W]hile mission closings remain under consideration, some actions taken by USAID raised questions about compliance with notification requirements to Congress. To meet the congressional notification requirement, USAID must notify the Committees on Appropriations before closing a mission or reorganizing an office. The Consolidated Appropriations Act of 2017, Section 7034, requires congressional notification “prior to implementing any reorganization of the Department of State or the United States Agency for International Development, including any action taken pursuant to the March 31, 2017, Executive Order 13781.”
  • Specific mention of USAID’s offices in Albania, India, and Jamaica as candidates for the chopping block.

Non-notification and violation of FY2017 appropriations legislation

  • In the case of USAID/RDMA [Regional Development Mission for Asia], our analyses of USAID’s actions were less conclusive and raised questions about compliance with notification requirements to Congress. On August 17, 2017, the Acting Deputy Administrator requested from the Asia Bureau and USAID/RDMA a closure plan for the regional mission. The closure plan would outline the timing, funding, and staff reductions for a 2019 closure date. It was noted that the closure plan was for discussion purposes only, and USAID leadership would consult with the State Department to ensure that any future decisions would be in line with overall U.S. foreign assistance and foreign policy strategy.
  • [O]n August 18, 2017, the Agency removed six Foreign Service Officer Bangkok positions from a previously announced bid list. The Agency also informed the U.S. Embassy Bangkok, counterparts in the State Department’s East Asia/Pacific Bureau, and USAID leadership in the Bureaus of Democracy, Conflict, and Humanitarian Assistance and Global Health of a planned closure of USAID/RDMA’s activities. USAID leadership noted that they were given until the end of 2019 to complete the actual phaseout. Our best assessment is that the totality of the Agency’s actions relating to USAID/RDMA— without notifying Congress—violated the spirit of the FY 2017 appropriations legislation. 13

Aspirational savings of $5 to $10 Billion: not based on analysis, “came out of nowhere”

  • According to the joint plan, the proposed reforms would yield $5 billion in savings (link inserted) over a 5-year period; however, this amount did not factor the investment costs of $2.8 billion over that same period, which would result in net savings of $2.2 billion. These projections were characterized as unrealistic by several USAID officials. A senior USAID official involved in reviewing data stated that the $5 billion projection was unrealistic given the process used by the State Department and USAID to gather and analyze information. The official stated that the State Department’s reported aspirational savings of $10 billion was not based on analysis, but rather “came out of nowhere.”

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Related posts:

Ronan Farrow: The End of Diplomacy and the Decline of American Influence

Courtesy of Amazon Kindle/Preview:

Also this –following 14 months of Hurricane Rex, Tillerson apparently finally admitted to “maybe I was just too inexperienced” thingy.

Just “maybe”?

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Accountability Review Board Cuba Is Coming – Duck and Cover!

 

The Accountabilty Review Board Cuba report is getting ready to drop. Some top folks may look like shit, justifiably, and a few others may as well though so far every senior person in the department is using the whole “I couldn’t do anything because Tillerson and Margaret centralized everything.”

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Pompeo Appoints West Point Pal, Ulrich Brechbuhl as @StateDept Counselor

Posted: 4:28 am PT

 

A day after the 70th Secretary of State is formally sworn into office in Foggy Bottom, the State Department announced the appointment of Secretary Pompeo’s old friend from West Point, Ulrich Brechbuhl (Class 1986) as State Department Counselor. Another old buddy from West Point, Brian Bulatao, joined then Director Pompeo at the CIA as chief operating officer following his appointment there in 2017.

This position does not require Senate confirmation.  Given the existing relationship between the new secretary of state and the new counselor, it is highly likely that this appointment would last more than the three- month tenure of his predecessor, Maliz Beams who was appointed Counselor to Rex Tillerson  back when the State Department was drowning in bad Redesign juju (history.state.gov has not even bothered to update its list of counselors).

History.state.gov notes that the Counselor, who currently under law holds rank equivalent to an Under Secretary of State (P.L. 98-164; 97 Stat. 1017), serves as an adviser to the Secretary of State. The Counselor’s specific responsibilities have also varied over time. After career diplomat Kristie Kenney stepped down following Tillerson’s arrival at State, there were loud signals that the Counselor position would not be filled; only for it to be filled months later by a non-career appointee who was tasked with managing the redesign efforts that eventually fizzled.

Recent appointees to the Counselor position includes the following:

The Waldorf School of Garden City has a detailed undated bio of its alumnus, Ulrich Brechbuhl who the website says currently serves as the President of Appenseller Point, LLC a family investing and consulting business.

From 1994-1998, Ulrich was a consultant and manager with Bain & Company, a strategic management consulting firm. During his time at Bain, he led teams in a variety of industries (including high tech, aerospace and defense, construction etc.) that developed business unit as well as corporate level growth strategies, valued new business opportunities, designed and implemented reorganizations, and led cost cutting and profit enhancement projects.

Having been born in Switzerland, Ulrich hails from Garden City, New York and is fluent in four languages. He attended the Waldorf School of Garden City from Nursery through Grade 12. Upon reflecting on his years at Waldorf, he writes, “The variety of people I met and experiences I had during my formative years at Waldorf helped prepare me for the extremely disparate situations I have found myself in, both in the military as well as in civilian life.” He then attended the United States Military Academy at West Point, earning a Bachelor of Science degree with distinction in 1986. During his six and one-half years of active duty service as a cavalry officer, Ulrich experienced a myriad of assignments from leading troops patrolling the Iron Curtain with the Second Calvary, to serving as a general’s aide, to working as an operations officer during the Persian Gulf War with 1-7 Cavalry, First Cavalry Division. Ulrich’s service culminated with the successful command of an armored cavalry troop at Fort Hood, Texas.

Ulrich left the military in 1992 to attend Harvard Business School, from which he received his MBA in 1994. He currently serves on the Board of Alcentra Capital Corporation, a publicly traded business development company, and is an active member of the Rotary Club of Atlanta, the West Point Society of Atlanta, of which he is a past president, and the HBS Club of Atlanta.   He and his wife, Michelle, have three sons, Hans (17), Jacob (16) and Pirmin (14) and are very active in their church, the North Atlanta Church of Christ. He is also involved in a number of other civic organizations including serving on the Greater Atlanta Christian School Foundation Board, serving as an assistant scoutmaster with Boy Scout Troop 379, Atlanta Area Council, and as a member of the Board of Directors of the Atlanta Area Council, BSA.

Read more below:

Ulrich Brechbuhl

Wichita Business Journal’s profile of Thayer Aerospace in December 1998 highlights the relationship of the new secretary of state and the new counselor, and the origin/capital of their company.

Pompeo is the chief executive officer of Thayer Aerospace, a new player in Wichita’s rapidly changing machine shop industry.

Only 21 months old, Thayer is using the powerful force of new capital to buy established companies and consolidate them under one umbrella. […] The company’s capital base is drawn in part from Wichita’s Koch Venture Capital, a division of Koch Industries Inc., the nation’s second largest private company. Thayer also has capital flowing from two Dallas-based private equity groups: Cardinal Investment Co. and Bain & Co. […] Pompeo’s team is basically a reunion of a quartet of West Point buddies from the United States Military Academy class of 1986.

Also included are Brian Bulatao, chief operating officer; Ulrich Brechbuhl, chief financial officer; and Michael Stradinger, who is in charge of mergers and acquisitions. At West Point, the quartet’s members were no academic sloths. Pompeo graduated first in his class, Brechbuhl was fourth in the class and Bulatao was in the top 5 percent.

Like Pompeo, most enjoyed their time in the military after graduation, but were looking for new challenges. And they feared endless assignments to a series of desk jobs, a standard requirement to ascend in the military chain of command.

With backgrounds in engineering as well as management, they got together and discussed a possible future in a business entity. Out of that discussion came the birth of Thayer Aerospace (named after Col. Sylvanus Thayer, the founder of the U.S. Military Academy).

Read more here.

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Secretary Pompeo Gets a Formal Foggy Bottom Swearing In With POTUS in Attendance

Posted: 4:21 am PT

 

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