Trump Nominates Career Diplomat Thomas J. Hushek to be U.S. Ambassador to South Sudan

Posted: 2:47  am ET
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On August 3, President Trump announced his intent to nominate Thomas J. Hushek to be U.S. Ambassador to South Sudan. The WH released the following brief bio:

Thomas J. Hushek to be Ambassador Extraordinary and Plenipotentiary of the United States of America the Republic of South Sudan. Mr. Hushek, a career member of the Senior Foreign Service, class of Minister-Counselor, has served as an American diplomat since 1988. He is currently the Principal Deputy Assistant Secretary (Acting Assistant Secretary) in the Bureau of Conflict and Stabilization Operations at the Department of State. A three-time Deputy Chief of Mission and senior official at the State Department, he has extensive experience in management and communications, coordination of humanitarian programs, and crisis management. Mr. Hushek has served at eight U.S. Missions overseas. He earned a M.I.A. from Colombia University and a B.A from the University of Wisconsin, Madison. He speaks Russian and Persian (Dari).

Below is his official bio from state.gov

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Senate Confirmations: Robinson, Torres, and Five Foreign Service Lists

Posted: 2:36 am EDT
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After eight months of waiting, the Senate finally confirmed David Malcolm Robinson, of Connecticut, a Career Member of the Senior Foreign Service, Class of Minister-Counselor, to be an Assistant Secretary of State (Conflict and Stabilization Operations) before heading out for the holiday break. The Senators also confirmed Carlos J. Torres, of Virginia (waited about a year), to be Deputy Director of the Peace Corps.

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Also previously confirmed are five Foreign Service lists with 226 names:

2015-12-10 PN72-5 Foreign Service Nomination for Daniel Sylvester Cronin, which nomination was received by the Senate and appeared in the Congressional Record on January 13, 2015.

2015-12-10 PN877-2 Foreign Service Nomination for Derell Kennedo, which nomination was received by the Senate and appeared in the Congressional Record on September 21, 2015.

2015-12-10 PN939 Foreign Service Nominations beginning Steven Carl Aaberg, and ending Sandra M. Zuniga Guzman, which 119 nominations were received by the Senate and appeared in the Congressional Record on November 10, 2015.

2015-12-10 PN951-1 Foreign Service Nominations beginning James F. Entwistle, and ending Daniel R. Russel, which 3 nominations were received by the Senate and appeared in the Congressional Record on November 19, 2015.

2015-12-10 PN954 Foreign Service Nominations beginning Christopher Volciak, and ending Edward L. Robinson III, which 102 nominations were received by the Senate and appeared in the Congressional Record on November 19, 2015.

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Senate Judiciary Sets Sight on Allegations Over Huma Abedin’s State Dept Employment, Senate Hold On

Posted: 4:33  pm EDT
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On July 30, Senator Charles E. Grassley , the Judiciary Committee chairman  wrote a letter to Secretary Kerry saying it has learned that State/OIG has opened an investigation to examine the circumstances of Ms. Abedin’s work arrangements, leave status, and conversion from a full-time Department of State employee to a Special Government Employee (SGE) and Senior Advisor to former Secretary Clinton. He writes that the “OIG found at least a reasonable suspicion of a violation of Title 18, United States Code, Section 641, theft of public money through time and attendance fraud, and Title 18, United States Code, Section 208, acts affecting a personal financial interest related to conflicts of interest connected to her overlapping employment as an SGE and her employment at Teneo and at the Clinton Foundation. The Judiciary Committee first inquired about related issues in June 2013.”

The letter outlines questions and allegations related to Conflicts of Interest and Special Treatment, and Improper Designation as an SGE (special government employee). The letter is quite particular, using specific terms like “baby moon,” “out of the office,” “going out of town,” “maternity leave,” and inquiring about Ms. Abedin’s stay at the US Ambassador’s residence in Rome. Here’s a list of what the Committee is interested in:

To aid the Committee in its investigation of these allegations, please provide the following:

  1. All documents and communications referring or relating to time and attendance for Ms. Abedin, all approved timesheets, leave requests, and any requests for paid or unpaid excused absences or administrative leave.
  2. All documents and communications referring or relating to Ms. Abedin having applied for or having received approximately $33,000 for unused leave.
  3. All documents and communications referring or relating to Ms. Abedin having applied for or having received compensation for unused leave.
  4. All documents and communications between or among Ms. Abedin and any employees, clients, or other affiliates of Teneo.
  5. All documents and communications referring or relating to time and attendance for Ms. Mills, all approved timesheets, leave requests, and any requests for paid or unpaid excused absences or administrative leave.
  6. All documents and communications between or among Ms. Abedin and any employees or other affiliates of the Clinton Global Initiative.
  7. All documents and communications between or among Ms. Abedin and any employees or other affiliates of the Clinton Foundation.
  1. All documents and communications forwarded by Ms. Abedin to a non-State Department e-mail address.
  2. All documents and communications between or among Ms. Mills, Ms. Abedin or Secretary Clinton referring or relating to Ms. Abedin’s leave requests or time and attendance, including the mentioning of Ms. Abedin being “out of the office,” “going out of town,” “maternity leave,” “annual leave,” “sick leave,” “baby moon,” or other similar statements.
  3. All documents and communications referring or relating to the Office of Inspector General investigation into Ms. Abedin.
  4. A description of Ms. Abedin’s duties at the Department of State before her designation as an SGE.
  5. A description of Ms. Abedin’s duties at the Department of State after her designation as an SGE.
  6. All documents and communications previously requested by this Committee relating to communications between or among the Department of State, Teneo, and Mr. Band. Additionally, please provide a written explanation as to why these records have been withheld to date.
  7. All documents and communications referring or relating to Ms. Motley’s meeting with Secretary Clinton that allegedly resulted in the granting of Ms. Abedin’s SGE designation.
  8. All documents and communications referring or relating to Ms. Abedin’s stay at the U.S. Ambassador to Italy’s residence in Italy and her trip to France in 2011.
  9. Did the Department search for or consider any other candidates besides Ms. Abedin for the SGE-expert position requiring expert knowledge on policy, administrative, and other matters? If so, please provide the supporting documentation. If not, why not?
  10. A list of all other instances in which a Department of State employee converted from a regular, full-time position to an SGE, and subsequently became simultaneously employed by a private company.
  11. All work papers, background documents, and communications relating to whether Ms. Abedin’s employment as an SGE presented any ethical concerns or conflicts of interest with her multiple private sector jobs.

The full letter is available to read here: CEG to State (Abedin Annual Leave SGE), 7-30-15-3

And because this is not going to end anytime soon, the HuAb investigation has now turned into a Senate hold for the nomination of the Assistant Secretary of State for Conflict and Stabilization Operation (State/CSO); a bureau which appears to be in fundamental crisis. Having the top nominee snared in a Senate hold is not going to help the already problematic bureau, is it?

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According to time.com, the State Department has provided five letters since 2013 in response to Grassley’s inquiries about everything from its use of SGE designations to Clinton’s use of a private e-mail server. But Grassley says those letters have been incomplete and that the department has willfully withheld responsive materials, demonstrating “a lack of cooperation and bad faith in its interaction with Congress.”

Grassley filed a “Notice of Intent to Object” in the Congressional record on August 4 signifying his intent to block the  nomination of career foreign service officer David Malcolm Robinson , of Connecticut, a Career Member of the Senior Foreign Service, Class of Minister-Counselor, to be an Assistant Secretary of State (Conflict and Stabilization Operations).

Senator Grassley is quoted in the Time’s report as saying that Robinson was “an innocent victim” of the State Department’s “contemptuous failures to respond to Congressional inquiries.” Grassley also said the department “has engaged in unreasonable delay in responding to Judiciary Committee investigations and inquiries” including the Abedin issue.

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Burn Bag: Conflict and Stabilization Operations (CSO) has a new mission, no more stabilization or stab/ops

Posted: 12:02 am EDT
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Via Burn Bag:

Yes, the Bureau of Conflict and Stabilization Operations (CSO) has a new mission: “CSO advances the Department of State’s understanding of how to anticipate, prevent, and respond to violent conflict through analysis and planning; monitoring, evaluation, and learning; and targeted, in-country efforts that inform U.S. government policymaking.”    Since there’s no longer any mission element about stabilization and stabilization operations, why is that being left in the Bureau’s name?

Burn Bag: State/CSO gets a new mission statement but remains a bureau in fundamental crisis

Via Burn Bag:

As of Friday morning’s announcements of the new mission statement and the bureau town hall (from which most everyone left more confused than informed) to discuss the new organization chart, we remain a bureau in fundamental crisis. Everyone scratching their heads about what they do and exactly whom they support.

CSO’s contractors continue to be an internal force just as the OIG report cited. Worse yet, we already have total supervisory overhead (civil service, foreign service, and third party contractors’ employees) of almost 1:1 with “doers” and despite what the bureau told Congress. Lots of editing and reviewing and pontificating takes place but very little drafting or other original work. It reminds me of a third world state run enterprise!

Should the new name now be the Bureau of Conflict Analysis and Atrocity and Violent Extremism Prevention and J Undersecretary Pet Issues (CAAVEPJUPI)?

tumblr_inline_when you do stuff

via canadian foreign service problems

 

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David Malcolm Robinson – From Office of the High Representative to Conflict and Stabilization (State/CSO)

Posted: 2:41 am EDT
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President Obama recently announced his intent to nominate Ambassador David Malcolm Robinson as the next Assistant Secretary for Conflict and Stabilization Operations and Coordinator for Reconstruction and Stabilization at the Department of State. The WH released the following brief bio:

Ambassador David Malcolm Robinson, a career member of the Foreign Service, class of Minister-Counselor, currently serves as Principal Deputy High Representative of the International Community in Bosnia and Herzegovina, a position he has held since 2014. Previously, Ambassador Robinson was Assistant Chief of Mission at the U.S. Embassy in Kabul, Afghanistan from 2013 to 2014, Principal Deputy Assistant Secretary of State and Deputy Assistant Secretary of State in the Bureau of Population, Refugees and Migration from 2009 to 2013, and Special Coordinator for Venezuela in the Bureau of Western Hemisphere Affairs from 2008 to 2009. Ambassador Robinson served as U.S. Ambassador to Guyana from 2006 to 2008 and as Deputy Chief of Mission at the U.S. Embassy in Georgetown, Guyana from 2003 to 2006. He also served as Deputy Chief of Mission at the U.S. Embassy in Asuncion, Paraguay from 2000 to 2003. His earlier assignments included posts in El Salvador, the Dominican Republic, and Iceland.

Ambassador Robinson received a B.A. from the University of Notre Dame, an M.S. from the National War College, and a Master of Divinity from Christ the King Seminary.

If confirmed, Ambassador Robinson would succeed Frederick Barton who stepped down in August last year.  In March 2014, the Office of Inspector General released its blistering inspection report (pdf) of the Bureau of Conflict and Stabilization Operations. The report gave us a sad and we blogged about it here. (See QDDR II Walks Into a Bar and Asks, What Happened to the Bureau of Conflict and Stabilization Operations?).  The 2014 OIG report famously noted CSO’s top management philosophy of “churn” to prevent people from staying in CSO for more than 3 years.

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Churn News — Conflict & Stabilization Bureau’s Top Official to Step Down

— Domani Spero
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Secretary Kerry was still on his around the world trip when his office released the following August 13 statement on Rick Barton’s resignation as Assistant Secretary for the Bureau of Conflict and Stabilization Operations (CSO).

After five years in the Administration, the last three as Assistant Secretary for the Bureau of Conflict and Stabilization Operations (CSO), Ambassador Rick Barton has announced his resignation, effective September 30.

Assistant Secretary Barton has provided bold leadership in establishing a new bureau to prevent and respond to conflict and crises worldwide, laying the groundwork for civilian-led efforts to break cycles of violence. Under Rick’s stewardship, CSO took on some of the toughest cases from Syria and Somalia to Honduras, Burma, Kenya and Nigeria. CSO delivered practical solutions through sound management that used the taxpayers’ money efficiently.

Rick will leave behind a legacy of impact and innovation, harnessing data-driven analysis and leveraging partnerships with local groups to tackle the root causes of destabilizing violence. His focus, creativity and optimism have made him a most welcome presence on my team as we work with our allies to resolve seemingly intractable conflicts.

I thank Rick for his vision and leadership, and I look forward to continued partnership with the stabilization team he has built at State.

More information on the Bureau of Conflict and Stabilization Operations is available on Twitter and Facebook. For more background on the State Department’s work on civilian security, democracy, and human rights, follow @civsecatstate or visit www.state.gov/j.

 

Wow, who writes this stuff?

Mr. Barton was actually confirmed on March 29, 2012 as Assistant Secretary of State for Conflict and Stabilization Operations. He assumed office on April 3, 2012. Previous to assuming his CSO position, he was with ECOSOC (See Officially In: Frederick Barton to UN ECOSOC).

His official bio says that in 2013, he received a Distinguished Honor Award from the Department “in recognition of your groundbreaking work to create the Bureau of Conflict and Stabilization Operations, promote peacebuilding and empower women, youth and other change agents seeking peaceful change in their communities and societies.”

In March 2014, the Office of Inspector General released its blistering inspection report (pdf) of the Bureau of Conflict and Stabilization Operations. The report gave us a sad and we blogged about it here. (See QDDR II Walks Into a Bar and Asks, What Happened to the Bureau of Conflict and Stabilization Operations?).  The 2014 OIG report famously noted CSO’s top management philosophy of “churn” to prevent people from staying in CSO for more than 3 years.

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QDDR II Walks Into a Bar and Asks, What Happened to the Bureau of Conflict and Stabilization Operations?

— Domani Spero

The State Department says that the Quadrennial Diplomacy and Development Review (QDDR) is “a sweeping assessment of how the Department of State and the United States Agency for International Development (USAID) can become more efficient, accountable, and effective in a world in which rising powers, growing instability, and technological transformation create new threats, but also new opportunities.” 

In July 2009, Secretary Clinton announced that the State Department, for the first time ever, will conduct a QDDR. The report from a 17-month review was released in December 2010.

Yesterday, Secretary Kerry, joined by Deputy Secretary of State for Management and Resources Heather Higginbottom, USAID Administrator Rajiv Shah, and recently appointed Special Representative for the QDDR, Thomas Perriello launched the State/USAID review process for the second Quadrennial Diplomacy and Development Review (QDDR II). Special Rep Thomas Perriello was appointed top QDDR II honcho by Secretary Kerry in February 2014. Previously, Mr. Perrielo served as the congressman from Virginia’s fifth district, and most recently served as CEO of the Center for American Progress.

Secretary of State John Kerry delivers remarks at the public launch of the Department of State and U.S. Agency for International Development (USAID) review process for the second Quadrennial Diplomacy and Development Review (QDDR) April 22, 2014 (state.gov photo)

Secretary of State John Kerry delivers remarks at the public launch of the Department of State and U.S. Agency for International Development (USAID) review process for the second Quadrennial Diplomacy and Development Review (QDDR) April 22, 2014
(state.gov photo)

Also yesterday at the DPB, the State Department spokesperson Jen Psaki said that The 2014 QDDR builds on the foundation established by the 2010 review as a part of Department and USAID’s processes of continuous improvement.” And because AP’s Matthew Lee was in attendance, it was quite a show (see Erik Wemple’s AP reporter scorches State Department spokeswoman on Hillary Clinton initiative over at WaPo).

We understand that the Deputy Secretary will also host a QDDR II Town Hall meeting in Foggy Bottom today.  Perhaps somebody could ask how the State Department is going to fix QDDR I’s offspring, the Bureau of Conflict and Stabilization Operations?

Why fix it? Well, in March 2014, State/OIG posted its inspection report (pdf) of the Bureau of Conflict and Stabilization Operations (CSO). It looks like a huge mess and may need more than therapy.

The CSO was created in November 2011, as directed by the 2010 Quadrennial Diplomacy and Development Review (QDDR), to replace S/CRS and be “the institutional locus for policy and operational solutions for crisis, conflict, and instability” as a whole of government endeavor.  CSO is one of eight bureaus and offices that report to the Under Secretary for Civilian Security, Democracy, and Human Rights. The Under Secretary position was vacant for much of 2013— the second half of CSO’s 2-year existence.  Below are some of the OIG report’s key judgments:

  • The mission of the Bureau of Conflict and Stabilization Operations remains unclear to some of its staff and to many in the Department and the interagency. The bureau was established in 2011 but there remains a lack of consensus on whether coordination, analysis, or operations should dominate its mission.
  • The bureau does an inadequate job managing its large contingent of contractors. The inspection uncovered weaknesses in oversight, performance of inherently governmental functions, and incomplete contracting officer’s representative files. [Redacted] (b) (5)
  • Bureau practices violate basic Department regulations and procedures in several areas, including security, travel and hiring. Procedural and physical security programs require prompt attention.

But there’s more. The following bulleted items are extracted from the OIG report:

Leadership: Leading By Example

  • The Assistant Secretary’s leadership resulted in some progress toward establishing new directions for the bureau in a short time. There have been internal costs, however, as CSO struggles from a lack of directional clarity, lack of transparency, micromanagement, and re-organizational fatigue. The turnover of 54 percent of CSO staff between February 2012 and August 2013 created widespread internal suspicion and job insecurity in addition to confusion in the Department and the interagency.
  • The new noncareer leadership arrived with fresh models and analytics for conflict prevention and intervention, but some of them lacked basic understanding of the roles, responsibilities, and workings of the Department, especially of the regional and functional bureaus they are tasked to support.
  • The Assistant Secretary sought to demonstrate the bureau’s value to senior leaders in the Department and Congress in the bureau’s first year of operation. His early focus has been for CSO to operate where it can, rather than where it should. Relatively few of the bureau’s engagements to date have been in places or on issues of significant foreign policy importance.
  • In addition, the Assistant Secretary and several of his deputies promote a culture of bending and evading rules. For example, the OIG team heard in multiple interviews that CSO leadership loosely interpreted the level of bureau or embassy support for certain of its activities, arguing that doing so is justified by the urgent nature of its work and need to build a more innovative and agile bureau. Interviewees gave examples of disregard for the Department’s procedures, This laxity contributed to low staff scores for morale and leadership of some in the front office. The perceived CSO attitude that it does not have to follow [Redacted] (b) (5) rules is cited by some bureaus and ambassadors as reasons they seek to avoid working with CSO. The Assistant Secretary needs to lead by example and ensure that the deputies do the same.

Top-Heavy Bureau, Staffing “Churn” and Curtailments

  • Since the establishment of CSO, there have been curtailments in six of its 15 Foreign Service positions. The bureau had not been active in recruiting Foreign Service officers in the past, but for the past cycle it actively campaigned for candidates with some success.  Upon the departure of the remaining Foreign Service DAS, there will be no Senior Foreign Service officer in the front office.
  • Athough the bureau is new and its organizational structure in frequent motion, CSO has many relatively new, talented, and dedicated, staff who frequently impress bureaus and embassies when deployed. The staff includes Foreign Service, Civil Service , fellows, and contractors. They function in a chaotic atmosphere and sometimes lack familiarity with their portfolios and the Department.
  • The CSO front office promotes turnover among its staff to foster innovation. This philosophy creates considerable job insecurity and uncertainty. According to one study, 54 percent of CSO’s staff (direct hire and contractor) has turned over since the reorganization. The human resources team has started conducting exit interviews with departing staff to determine their reasons for leaving CSO.
  • Overseas deployments of 6 months or longer offer both opportunities and heavy responsibilities. Deployment burnout is evident as reported in interviews with staff and personal questionnaires, and the OIG team questions how long this model can endure.
  • The bureau is top-heavy. Its front office comprises the Assistant Secretary, a Civil Service Senior Executive Service principal deputy assistant secretary, two noncareer deputy assistant secretaries (DAS), a Senior Foreign Service DAS for administration, and two GS-15 senior advisors. In addition to the four DASes and two front office GS-15 advisors, CSO has 21 GS-15 and FS-01 positions.

The Traveling Band of Conflict Mitigators to Honduras, Nigeria Plus Conferences/Meetings in the UK, Belgium, and Switzerland — Oh, My!

  • In Honduras, CSO estimates the budget for its 2-year anti-violence program at $2 million. Six CSO staff in Washington support the program. According to CSO data, in FY 2013, 28 CSO staff members made 58 trips to Honduras, collectively spending 2,837 days there, at a cost of approximately $450,000. By contrast, USAID’s Office of Transition Initiatives employs one staff member in Washington and two in Honduras to oversee a similar but larger $12 million program.
  • In Nigeria, CSO estimates that its anti-violence program in the Niger Delta region will cost $5.6 million. The central component is a television series that will advocate nonviolent ways to address grievances. CSO estimates it will broadcast one hour of programming a week for 13 weeks. It hopes to complement the television series with support to community groups and local governments. CSO envisions maintaining three Washington-based staff members on long-term temporary duty assignments in Nigeria in FY2014 and hiring two more staff locally. It expects to devote up to eight staff—four to five full-time—in Washington to support the program. In August 2013, to prepare for the program and begin implementing it, CSO travelers spent 578 days in Nigeria at a cost in excess of $111,000.
  • Many CSO employees commented in OIG personal questionnaires and interviews that some front office travel to conferences and meetings, especially to Europe, appeared to be linked more to personal interests than to the bureau’s mission. During FY 2013, CSO employees took 17 trips to the United Kingdom, 7 trips to Belgium, and 6 trips to Switzerland. In one case, the PDAS and two other DASes were in London at the same time for different meetings.
  • Justifications provided in the approved requests for travel authorization and invitational travel often do not contain sufficient detail to link the trips directly to CSO goals. According to 14 FAM 533.4-1, authorizing officials must ensure that conference travel is necessary to accomplish agency goals. Likewise, Department policy on gifts of invitational travel in 2 FAM 962.1-8e (1) (b) states that travel must relate to an employee’s official duties and represent priority use of the traveling employee’s time. Without adequate justification, funds and staff time devoted to travel and trip support could be wasted. More transparency in the travel approval process also could increase staff understanding of the purpose of travel.

Morale needs duct tape over there!

  • OIG’s pre-inspection survey results reflected lower than normal morale among bureau staff, in terms of both personal and office morale. Ninety-six percent of CSO staff who completed personal questionnaires responded to questions on morale. The bureau average for office morale was 2.75 and for personal morale 3.09, on a 5-point scale. Bureau leadership sought to attribute these low scores to dissatisfaction among former S/CRS staff who, due to reorganization and other changes, perceived themselves as marginalized in the new bureau. The OIG team found that dissatisfaction was more widespread than this explanation suggested.
  • Comments on morale in the personal questionnaires cited many factors behind low bureau morale. The most common included cramped office space/lack of privacy (cited by 20 percent of the respondents); too many reorganizations and physical moves; pressure from senior management (including the Assistant Secretary and deputies) to bend, force, or evade Department regulations and hire favored candidates; top management’s philosophy of “churn” to prevent people staying in CSO for more than 3 years; lack of clear communication or inconsistent application of policies; shifting priorities; fear of retribution from senior management; and the residual impact of the reorganization and layoffs during the creation of CSO.
  • The status of the former S/CRS staff and the impact the reorganization had on them merits attention. Although some have been promoted to leadership positions, surveys and interviews with other S/CRS staff indicate they feel they are treated shabbily, are encouraged to leave because they no longer fit the organization’s new needs, and are not valued. CSO leadership needs to find ways to address these perceptions.

Integrated Not Replicated — Really?

  • Several Department offices and other agencies work on issues similar to CSO’s. For example, the Bureau of Democracy, Human Rights, and Labor promotes democracy and the rule of law, including free and fair elections. The Bureau of International Narcotics and Law Enforcement trains police. The Bureau of Near Eastern Affairs’ Middle East Partnership Initiative manages programs that support democratic transition in the region. USAID has experience, infrastructure, and programs in place in most nations facing conflict.
  • USAID’s Office of Transition Initiatives has a mission statement almost identical to that of CSO. CSO and the Office of Transition Initiatives have worked together on several engagements with the participation of staff from both. The QDDR acknowledged that the capabilities of USAID and the Department often overlap. But their efforts must be integrated, not replicated. When asked about the imperative to engage in program activities overseas, many CSO staff told the OIG team that the bureau needs to implement overseas programs to be considered relevant and influential within the Department and interagency.

These are all troubling items, of course, and there’s more but this report is frankly, depressing to read. We should note that another disturbing content of the State/OIG report is the significant number of Equal Employment Opportunity (EEO) complaints within CSO in the last year. The per capita rate of informal complaints from direct-hire employees according to State/OIG is five times the Department average. So the bureau tasked with “operational solutions for crisis, conflict, and instability” not only had a 54 percent turnover (see page 8) since reorganization, it also has five times the agency’s average in informal EEO complaints.

Maybe this sounds crazy — but we think that the bureau with “Stability Operations” on its name ought to have stability, steadiness and firmness in its operation before it starts “fixing”, “mitigating” or what have you in conflict areas.

Perhaps QDDR II will provide an opportunity to do just that?

If not, there’s always QDDR III in 2018.

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