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Via DOC’s National Travel & Tourism Office (NTTO):
Note that the NTTO’s main source of I-94 arrivals data is the U.S. Department of Homeland Security (DHS)/U.S. Customs and Border Protection (CBP) who releases the I-94 arrivals data to the U.S. Department of Commerce’s NTTO for a its count of all travelers entering the United States. The data reports also integrate the volume of inbound International visitors to the United States from residents of other countries using three U.S. and International government sources: the U.S. Department of Homeland Security/U.S. Customs and Border Protection I-94 arrivals program data, Statistics Canada’s International Travel Survey and Banco de Mexico travel data.
The preliminary data indicates a -3.6 percent decrease in overall total of arrivals in year-to-date reported at the end of the 3rd quarter in August 2017. Also a higher year-to-date dip at -6.0 percent in total overseas arrival (excluding Canada and Mexico), a -7.6 percent dip in year-to-date arrival from Mexico, and a -2.1 percent dip in year-to-date arrivals from Europe. Year-to-date arrivals from Canada is up at 4.5 percent, slightly higher than the 3.8 percent at the end of the 3rd quarter but a tad lower than the 4.6 percent in the 2nd quarter.
Posted: 3:49 am ET
Related to our previous posts on the State Department’s new FSO Professional Development Program (see @StateDept Rolls Out New FSO Development Program, and Promotion Rules to Get Into the Senior Foreign Service and AFSA: FSOs Will Now Compete in a “Scavenger Hunt” to Be Considered for Promotion Into the Senior Foreign Service), see a snapshot of the new PDP principles rolled out by the State Department on the last working day of 2017:
The Professional Development Program (PDP) is designed to enhance leadership and adaptive capacity, fuel professional development, and develop the experience and skills of employees over the length of their careers. It is also designed to meet Service needs at various grade levels. Service needs continue to evolve based on U.S. interests, international challenges, and the evolution of diplomacy to encompass inter-agency and “crisis response” responsibilities. The principles outlined below encompass this dual objective of employee and Service needs. No single career path — no specific set or sequence of assignments, no particular promotion timing — determines success. Professional growth and career advancement come from taking on challenges and demonstrating accomplishments across an array of Service-needs assignments to broaden experience, widen perspective, deepen expertise and language proficiency, and amplify leadership and adaptive capacity. Employees should use assignments and training opportunities to challenge themselves and to integrate competencies and skill sets for positions of greater responsibility irrespective of rank or grade.
The PDP has four principles that an officer must develop and demonstrate over the course of his or her career, from entry through tenure and up to consideration for promotion at the Senior Threshold. Officers considered for entry into the Senior Foreign Service should demonstrate:
1) Operational effectiveness, including a breadth of experience over several regions and functions;
2) Leadership and management effectiveness;
3) Professional language proficiency; and
4) Responsiveness to Service needs.
Mandatory Requirement | A minimum of 15 years in the Foreign Service, to include service in a mix of completed domestic and overseas assignments with demonstrated regional and substantive expertise, including service in two separate bureaus after tenure. Those entering the Foreign Service after January 1, 2017, must serve at least one tour in a global affairs bureau or in a global affairs position.
(Note: Superhard language training held in-region may be counted toward regional expertise. “Domestic assignments” refers to Department positions in Washington and elsewhere in the United States, not details or long-term training.)
Mandatory Requirement: Completing one of the following two electives
1) Professional Development (one tour/one academic year, cumulative, after tenure). Such assignments would be drawn from the annual list of training opportunities and details managed by the HR Bureau’s Professional Development Unit (HR/CDA/PDU), including long-term training opportunities such as Senior Training programs at the War Colleges; academic study; Transatlantic Diplomatic Fellowships; Commands and Staff Colleges; Inter-American Defense College; National Intelligence University; and details such as NSC; DHS; Pearson Fellowships; USTR; Treasury; and USTDA.
2) Out-of-Cone Assignment (one year, after tenure). Such assignments would include a position with a skill code other than your primary skill code.
Mandatory Requirement | Significant and substantial leadership responsibility (one tour, after tenure). Such assignments would include positions that assign work, develop and set priorities, counsel employees, evaluate performances, resolve disputes, effect minor disciplinary measures, interview and recommend candidates for positions within a unit, and supervise other employees who perform such responsibilities. Positions such as Deputy Chief of Mission, section heads, unit chiefs, and office (or deputy office) director positions could be examples of positions that fulfill this requirement. Leadership effectiveness entails executing and achieving policy and programmatic results through people.
Mandatory Requirement | In accordance with the Procedural Precepts, FS-03s must complete Basic Leadership Skills (PK245) for promotion to FS-02; FS-02s must complete Intermediate Leadership Skills (PT207) for promotion to FS-01; and FS-01s must complete Advanced Leadership Skills (PT210) for promotion into the SFS.
Mandatory Requirement | One language at the 3/3 level (or at the 3/2 level for a hard or superhard language) tested after tenure, or one language at the 4/4 level (tested either before or after tenure).
Mandatory Requirement | A completed tour at a 25% or greater hardship differential post from entry into the Foreign Service OR a completed tour at an unaccompanied post from entry into the Foreign Service AND
Another completed tour at a 20% or greater hardship differential post after tenure.
Note: The standard definitions for “tour completion” apply:
10 months for a 12-month TOD
20 months for a 24-month TOD
30 months for a 36-month TOD
The term ‘global affairs bureau’ means any bureau of the Department that is under the following —
Global affairs positions refers to diplomatic policy and support: components funded under this category are the bureaus and offices of the following:
Posted: 2:01 am ET
Note: Click on lower right hand arrow on the Cloudup screen to maximize the reading area.
Posted: 1:18 pm PT
Posted: 12:58 am ET
According to a July 2017 NYT report, Mr. Tillerson had hired Deloitte and Insigniam to help oversee the State Department’s reorganization.
If you click on Award ID GS00Q09BGD0018 displayed below via USAspending.gov that shows $2,105,663.00, it will take you to SAQMMA16F1155 dated June 30, 2017 with an obligated amount of $2,105,663.00. The contract awarded to Deloitte Consulting LLP includes the following details for Deloitte:
Product or Service Code | D318: IT AND TELECOM- INTEGRATED HARDWARE/SOFTWARE/SERVICES SOLUTIONS, PREDOMINANTLY SERVICES
Principal NAICS Code | 541512: COMPUTER SYSTEMS DESIGN SERVICES
Under contract information for SAQMMA16F1155, USASpending notes “THIS TASK ORDER PROVIDES SUPPORT FOR A DEPARTMENT OF STATE EFFICIENCY TASK FORCE. IGF::OT::IGF”
If we add this to the $1,086,250 for the organizational study that the State Department previously spent, the cost for Tillerson’s redesign is now $3,191,913.00.
As of this writing, we have not been able to locate the SAQMMA16F1155 documents on fedbiz.gov. The following clips are extracted from USAspending.gov where bare bones contract information is typically published. Click on the image for a larger view.
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Secretary Tillerson will reportedly address State Dept employees Wednesday morning. Since almost 60,000 of the State Department employees are located overseas, we hope the address is available online. Bears watching, too, if employees will be afforded opportunities to ask questions or if this is a one way talk. Below is the latest workforce data for the State Department.