U N I T E D S T A T E S D E P A R T M E N T O F S T A T E

February 2002

StateStateM a g a z i n e

Returnto KabulReturnto Kabul

7 Post of the Month: AmsterdamThe U.S. Consulate General dates from 1794.

11 Office of the Month: Domestic OperationsState’s own homeland security has daunting task.

14 Back to the FutureU.S. Mission in Kabul reopens.

18 What Is FSN Work Worth?Web-based classification tool may have the answer.

20 Pickering FellowsEnrollment in program doubles in 2002.

22 Imaging Is On BoardTeam converts paper files to digital images.

25 Recruiter Targets Hispanic AmericansNew position bolsters commitment to diversity.

28 Promotion StatisticsNumbers summarize 2001 Foreign Service promotions.

StateContents

D e p a r t m e n t o f S t a t e • U n i t e d S t a t e s o f A m e r i c a

StateMagazine

February 2002No. 454

C O L U M N S

2 From the Secretary

6 Direct from the D.G.

D E P A R T M E N T S

3 Letters to the Editor

4 In the News

24 Medical Report

26 People Like You

27 Education & Training

30 Appointments

31 Personnel Actions

32 Obituaries

On the CoverMarines raise flag at U.S.

Mission in Kabul.Photo by Marco Di Lauro/AP Photos.

11

7

Amsterdam bikers, fromleft, are Carlanda Hassoldt,Frank de Koning andCharles Wolley.

Guards check IDsat Main State.

2 State Magazine

FROM THE SECRETARYSECRETARY COLIN L. POWELL

What’s the True Secret ofGood Leadership?

There Is None

Bookstores are filled with hundreds of volumes onleadership and management, many promisingthe “secret” to being an effective leader. But thereare no secrets to good leadership, other than

common sense and hard work. Do you remember thatfirst Town Hall meeting when I arrived at State over ayear ago? We talked about the qualities and demands ofleadership. I laid out some of the principles that areimportant to any organization if it is to succeed in its mis-sion and maintain the highest morale among its ranks.Let me recap and add a little more.

Dare to be the skunk at the picnic. Every organizationshould tolerate rebels who tell the emperor he has noclothes. This is not a license to be mean or rude. But makethe tough decisions, confront people who need it, rewardthose who perform best. Speak your mind. Work towardconsensus building but don’t hide from reality.

The day people stop bringing you their problems isthe day you have stopped leading them. Open yourdoor and encourage folks to come in with their ideas andopinions. Let them argue with you. The people in thefield, in the trenches, are closest to the problem and thatis where the real wisdom lies.

It is people who get things done. Plans don’t accom-plish work. Organizational charts don’t either. People do.That’s why every individual is important. Set yourself thegoal of creating an environment where the best, the bright-est, the most creative are attracted, retained and unleashed.

Challenge people to reinvent their jobs. Even largeorganizations can wither when leaders won’t challengethe old, comfortable ways of doing things. Effective lead-ers create a climate where people’s worth is measured bytheir willingness to learn new skills and seek new respon-sibilities, thus constantly reinventing their jobs.

Perpetual optimism is a multiplier. Do not pollute theatmosphere with pessimism. The ripple effect of a leader’senthusiasm and optimism is incredible. The Marines callthis a gung ho attitude: we can change things, we canachieve the impossible, we are the best. The Marines areright. Avoid whining and blaming. Embrace optimism.

In any crisis, occasionally stop and step away fromthe confusion and shouting. Ask yourself two simplequestions: What am I doing that I shouldn’t be doing?

and, What am I not doing that I ought to be doing to influ-ence the situation in our favor? Work actively to shape thecrisis and create success.

Come up for air. Demand excellence from people butalso insist that they have lives outside the office. You don’thave to prove to anybody that you can work 16 hours aday if you can get it done in eight. Surround yourself withpeople who take their work seriously, but not themselves.

Of all the little lessons above, the one about people asthe ingredient that makes the recipe work stands out.People are the most important part of any organization.That is why leadership is an art; management a science. Atthe end of the day, leadership is getting people to use theirfull talents to support your shared objective. That requiresall that we’ve said above, to be sure; but above all itrequires caring deeply about the people you are leading—about their training, quality of life, their todays and theirtomorrows. Without that caring, it’s all dull science—anddoomed to fail sooner or later.

During the past year we’ve explored ways to bring thisphilosophy of leadership to the State Department in amore structured way. Part of that effort is what we’redoing at the Foreign Service Institute. FSI’s revisedLeadership and Management Training Continuum, itsTraining Continuum for Foreign Service Generalists (seeState Magazine for December 2001, page 34) and therecently released (online) Training Continuum for CivilService Employees provide guidance on the training andeducation in leadership that is essential throughout anindividual’s career.

A key element of this approach is the integration ofleadership training at all stages of an employee’s profes-sional life, rather than waiting until the employeeassumes a senior position. Much of this training and edu-cation will be mandatory. Moreover, an employee’s lead-ership skills will be weighed when he or she is being con-sidered for an assignment or promotion. Merely attendinga leadership course or class will be insufficient.

The tenets of good leadership must be made part ofour daily routine, integrated into everything we do. It isessential that superb leadership become a hallmark ofthe Department of State. Our shared challenge is tomake it so. ■

LETTERS TO THE EDITOR

Visit Us on the Webwww.state.gov/m/dghr/statemag

‘Unspe

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A Marine Ball Where?At isolated posts such as

Ouagadougou, we read StateMagazine with interest, as it fre-quently gives us news that we can-not get anywhere else about theDepartment and our colleagues.

We were particularly intrigued toread in the November issue aboutthe “low-key” Marine Ball held atthe ambassador’s residence inBurkina Faso.

To our disappointment, BurkinaFaso has had no Marines posted heresince 1995—and therefore no MarineBalls. And I likely would havenoticed had one been held at my residence—even a “low-key” one—since it lacks a proper ballroom.

We hope that your article is an earlytip that Marines will return. On theother hand, we fear that Burkina Fasomay have been confused with a spotwhere there actually was a MarineBall at the ambassador’s residence.

Sorry we missed it.

Jimmy KolkerU.S. Ambassador to Burkina Faso

ClarificationI was pleased to see

in the Novemberissue, under Lettersto the Editor, com-ments on the Sept.11 terrorist attacksfrom my col-leagues of theEast Africabombing. They

brought back manyhorrific memories for us all.

At the end of one set of comments,“More Pain Lies Ahead,” authorCharles Slater was identified as thefinancial management officer at theU.S. Embassy in Nairobi when it wasbombed. Actually, I held that post atthe time of the bombing. Mr. Slater

State Magazine

LETTERS TO THE EDITOR

akable Horrors’

ward Kavaler

unspeakable horrors that

America that fateful Tuesday

ing of Sept. 11 evoked for me

er vividly many painful images

d emotions that I had thought

ould attenuate with the passage of

ime. The television footage of the

cascading twin towers, the panic-

stricken pedestrians racing to safety

and the valiant firefighters searching

in vain for possible survivors took

me back to the immediate aftermath

of the Aug. 7, 1998, bombing of our

embassy in Nairobi as I searched

vainly for my wife, Prabhi. The

clouds of dust, the dangling wires,

the invisible cries for help muffled by

mounds of concrete and twisted steel

were front and center in my mind as

if they had happened only yesterday.

In reliving the events of Aug. 7, I

immediately began to mull over

what for me have become more than

rhetorical questions: Why did it take

the carnage of Sept. 11 to galvanize

the body politic to muster the will to

eviscerate the scourge of terrorism?

Why are American lives lost in the

homeland seemingly more precious

than those taken in Lebanon, Kenya,

Saudi Arabia and Yemen? I am still

grappling for answers. I fear that

abdication, expediency and amorali-

ty will feature prominently in what-

ever conclusions I ultimately reach.

I grieve for the surviving widows

and widowers and urge them to see

the goodness of their lost spouses in

the faces and souls of their children. I

cry for the latter, who number in the

thousands and who, like my two

young daughters, will never be able

to bid farewell to a loving parent. I

implore them to hold dear the memo-

ries of their mothers and fathers and

take comfort in the fact that the imme-

diate pain will ease over time even

though the scars that blemish their

psyches may never completely heal.

I support unequivocally the

President’s aim in rooting out the

pure evil that bin Laden and other

depraved apostles of terrorism

embody. While one part of me prays

that they suffer the same painful

deaths that befell their victims,

another part of me hopes that they

will be captured and their hatred

exposed to the light of justice that

only a trial can bring.

The author, a Foreign Service officer

now serving in the Bureau of Consular

Affairs, was the new U.S. rep

resenta-

tive to the U.N. environment program

in Nairobi when terrorists

bombed the

U.S. Embassy in Kenya, where his wife,

Prabhi, worked and died. He lives in

McLean, Va., with his two daughters,

Tara, 13, and Maya, 8.

‘Another Harvest of

the Innocent’

By Lucien Vandenbroucke

Watching aghast as the pictures of

the Twin Towers’ attack flickered

across the television, I was transported

in my mind’s eye to the U.S. Embassy

in Nairobi, Kenya, after a terrorist

bomb destroyed it on Aug. 7, 1998.

The shots of tortured steel and pulver-

ized masonry in New York were,

albeit on a frightfully larger scale, the

images I will forever remember of the

wreckage in Nairobi three years ago.

Far more devastating than the sight of

the ruins, however, was the thought of

the shattered bodies and lives that lay

beneath. In one fell swoop, the bloody

scythe of terrorism had reaped anoth-

er harvest of the innocent. Like so

many others, I felt a rush of rage.

I then reminded myself, however,

that blind fury was precisely what

the terrorists sought to cause. They

wanted the United States to lash out

indiscriminately and create innocent

victims in the Islamic world, from

lections on Sept. 11

Alastair Grant/AP Photos

Amit Bhargava/AP Photos

William Alix/AP PhotosParis

New Delhi

London

replaced me when I left.

I think this clarification is needed,considering that eight of our finan-cial management family (Joel,Chrispine, Fred, Peter, Eric, Farhat,Larry and Catherine) were killedand two (Livingstone and Mary)seriously injured.

Michelle StefanickFinancial Management OfficerU.S. Embassy, Moscow

CorrectionBruce and Pat Harrison have six

children, not three, as was incorrect-ly stated in the Appointments sec-tion of our December 2001 issue.

From the EditorIn our cover story, “Return to Kabul,” a team of State Department

employees can be seen waking up a mission that has been sleeping for 12years. Returning to the compound in the capital of war-torn Afghanistanhas been for many like entering a time machine. Ronald Reagan is stillPresident. George Shultz is Secretary of State. Pete Rose is on the cover ofSports Illustrated. With the help of some very dedicated Foreign ServiceNational employees, the U.S. Mission is now open and an American flag(the same one lowered on Jan. 30, 1989) is waving proudly once againabove the compound. The story starts on page 14.

The Department has its own homeland security: Domestic Operations,featured in this issue. The Bureau of Diplomatic Security office has thedaunting task of protecting the Department’s people, property and infor-mation throughout the United States. The team’s flagship property, theHarry S Truman Building, is where they are most visible, overseeing secu-rity for a renovation that is expected to take 10 years. For more, see page 11.

Trying to determine the true value of work done by our ForeignService National colleagues in every corner of the globe has been a vex-ing and daunting task for human resource managers for years. Nowrelief is in sight in the form of a new web-based tool called CAJE—shortfor computer-aided job evaluation. The tool is being pilot tested at sev-eral posts to help replace the way FSN positions are evaluated and grad-ed. For more, see page 18.

Finally, if you’ve never experienced Amsterdam, our colleagues willtell you it’s a city with charm. The United States opened a consulate gen-eral there in 1794, and there’s been no downturn since in the flow ofAmericans to the Dutch capital. It is, in fact, a “growth industry.” Thispost-of-the-month piece starts on page 7.

February 2002 3

I N T H E N E W S

v

Tons of Toys for Tots Department employees contributed 1,737 toys valued

at more than $17,000 to the Marine Corps’ annual Toysfor Tots drive during the 2001 holiday season. The contri-bution was four times larger than any previousDepartment effort and the largest donation by a singleorganization for the year.

Surrounded in the Treaty Room by toys of every shapeand description, Secretary Powell presided over a brief cer-emony on Dec. 20 turning the toys over to the MarineCorps. After congratulating Department employees for their generosity, the Secretary praised the Marines for sponsoringthe Toys for Totsprogram andthanked themfor their valu-able work inAfghanistan. Heu n o f f i c i a l l ydeclared Winniethe Pooh thesymbolic toy of the StateDepartment.

The toyswere loadedinto a commer-cial truck andtaken to a central processing point for distribution toneedy children throughout the District.

Kyle Scanlan, 19 months old, of Fredericksburg,Va., cuddles up with Clifford at Inova FairfaxHospital, where State employees delivered toys.

Employees Gi

Photo by Dave Krecke

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f Sca

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Fam

ily

4 State Magazine

Food Drive Tops GoalThe “Pound Per Person” holiday food drive was an over-

whelming success, according to the drive’s organizers infacilities management.

Department employees donated more than 13,400pounds of food and other nonperishables to the CapitalArea Food Bank, exceeding the goal of 10,000 pounds by34 percent.

Before the drive, area food banks were concerned thatthe outpouring of charity following the Sept. 11 attacksmight leave their own shelves bare for the holidays. The6.7 tons of goods Department employees contributedhelped to restock those shelves and will have a directimpact on the lives of those in need in the metropolitanarea. The contributions help area soup kitchens; sheltersfor the homeless, battered women, the mentally ill, AIDSpatients, runaway youths and veterans; foster and grouphomes; community residential facilities; drop-in day-carecenters; before and after school care for children; andhelp for the homebound.

Those interested in volunteering should call (202) 526-5344. The Capital Area Food Bank offers many opportu-nities and welcomes anyone who wants to help.

State employees William Dorsey, left, Carol Roth and Barbara Martinprepare pickup by food bank employees.

Phot

o by

Joa

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e Generously

By Philip Frayne

More than 1,500 local and U.S. employeeswork for the U.S. Mission in Cairo—theState Department’s largest—including morethan 60 drivers, mechanics and dispatcherswho ferry employees about the capital’schaotic congested streets.

A large motor pool parking lot a blockfrom the embassy normally holds about fourdozen cars and vans. Not so on Nov. 29 whenembassy employees cleared the lot of vehi-cles and assembled tables and benches fortheir annual Iftar, the sundown mealMuslims worldwide use to break theirRamadan fast. Traditional colored-glasslanterns fawanees and strings of lights fes-tooned the lot and elaborate cloths tradition-ally used to decorate tents adorned the walls.

The date coincided with the stopover inCairo of William Burns, assistant secretaryof State for Near Eastern Affairs. Mr. Burnsgraciously accepted the invitation of motorpool foreman Tarek Nour to join embassyemployees for dates and juices to break the fast. AssistantSecretary Burns and Ambassador David Welch arrivedjust as the streets fell silent and the calls to prayer of theMuezzin signaled sunset.

The group conversed and relaxed over a meal ofgrilled lamb, baba ghanoush, hummous, soup, saladsand rice. After the meal, some employees retired to

Embassy Drivers in Cairo Host Iftar

a reserved section to smoke a sheesha, an ancient water pipe.

Mr. Nour thanked the ambassador and assistant secre-tary for attending the Iftar and for recognizing the contri-butions the motor pool employees make to the mission. ■

The author is press attaché at the U.S. Embassy in Cairo.

Assistant Secretary William J. Burns, far left, enjoys an Iftar feast hosted by the U.S.Embassy motor pool in Cairo. Seated next to Mr. Burns are GSO supervisor JamesAlderman, Molly Welch, the ambassador’s daughter, and Gretchen Welch, his wife. Seatedacross the table are motor pool supervisor Tarek Nour, in the white shirt, and, to his right,U.S. Ambassador David Welch.

Credit Union Announces ScholarshipsThe State Department Federal Credit Union has announced the opening of its annual scholarship competition.

The credit union will distribute $20,000 among applicants selected by its scholarship committee.Scholarship applications are available now at all five credit union branch offices, including the Harry S Truman

Building and SA-34. Interested applicants may also call the Member Service Center at (703) 706-5000. Studentsliving overseas can call the volunteer credit union liaison at the nearest U.S. Embassy or Consulate or write to theState Department Federal Credit Union, 1630 King St., Alexandria, VA 22314; Attn: Marketing Department. Youmay also fax your application request to (703) 549-5695.

Deadline for applying is April 12. Scholarship winners will be announced in early June.To qualify for the competition, candidates must be a credit union member in good standing; describe their need

for financial assistance to continue their studies; be currently enrolled in a degree program and have completed12 credit hours at an accredited college or university; and have a minimum overall grade point average of 2.5 andsubmit official cumulative transcript(s).

Previous winners are eligible to apply as are students entering graduate school or transferring to a different schoolso long as they provide a copy of their acceptance letter.

Fifteen student credit union members received scholarships in 2001. During the past 24 years, the credit union hasawarded more than $100,000 in scholarship funds to members needing financial assistance to continue their studies.

February 2002 5

DIRECT FROM THE D.G.AMBASSADOR RUTH A. DAVIS

Let’s Focus on Customer Service

Here in Human Resources, I havebeen giving a lot of thought to theroad ahead—not just the next six

months, but the next two or three years. I’mmaking a conscious effort to take some timeout from the daily routine, sit down with themembers of my bureau and consider wherewe’ve been and what we need to do better.

This doesn’t mean that we are switchingpriorities. It is still vitally important for theState Department’s institutional health tobring the Secretary’s Diplomatic ReadinessInitiative to fruition over the next 30months. As I said in last month’s column, “We are goingto deliver.”

It is also essential to deliver on other priority issuessuch as the training continuum and a coherent domesticstaffing model. Moreover, I’m committed to doing every-thing I can to eliminate some glaring disincentives tooverseas service—such as locality pay and the capitalgains problem that employees who own homes can face.

When I come up for air periodically, however, and tryto think beyond these priorities, I frequently return to onerecurring challenge for this bureau—customer service. Letme offer an example. We can have the most delightfulretirement ceremony in the world, as I think we did lastNovember 30. We can enlist the Secretary, bring in themost talented string quartet, reserve the beautiful BenFranklin Room on the Eighth Floor and feel wonderfulabout it. Our retirees can leave here—as I believe they didthat day—knowing that they are retiring from an organi-zation that respects their service and is willing to show it.

Getting all these details right is essential—but it is notenough. Our retirees must still be able to call the Office ofRetirement, get through and be treated with the samerespect and friendship that the Secretary promised themwhen they were on the Eighth Floor. The same holds truefor every single one of our other customers.

That’s our challenge. In describing the Bureau ofHuman Resources, a colleague of mine put it this way:HR has all the advantages and challenges of a monopoly.It has no competition for the delivery of quite a few indis-pensable State Department services: Nobody else in theentire U.S. government can do Foreign Service assign-

6 State Magazine

ments, issue medical clearances, processretirements, examine prospective candidatesor process personnel actions.

People don’t have an alternative. Theyhave to use our services; going without themis not an option. This monopoly makes basicorganizational sense; the U.S. taxpayerwould probably be very perplexed—not tomention reluctant—if asked to pay for twocompeting personnel offices in the StateDepartment. And you would probably bebaffled if you were bombarded by dueling e-mail pleas from competing assignment

officers, each promising a faster paneling or a moreattractive assignment.

What we have to keep reminding ourselves, however,is that HR’s monopoly position also carries real risks—ofcomplacency, of a “do it my way” mentality, or simpleindifference to how each individual action affects theentire organization’s corporate image or mission. That’swhy I think we must regularly set aside some time topause, take a good look in the mirror, critique ourselvesand listen to the feedback we get from our customers.

My own starting point in HR is that there is alwaysroom for better customer service, for innovation, for betteruse of technology. There is also always time for leaders andmanagers to link up the middle and lower ranks of theirindividual organizations and consider how individualperformance anywhere affects the mission everywhere.

That’s because I believe the focus on customer serviceis not just an HR issue. What we do in HR is largelydirected inward—to our State Department colleagues.The Department and our missions abroad have customerservice responsibilities that touch literally hundreds ofother institutions and groups—the Congress, U.S. busi-ness, our consular clients, the media, academia and thebroad U.S. public. The Department’s reputation for cus-tomer service is therefore on the line every time we pickup the phone or answer our mail.

I think a Washington winter is a good time to reflect—and act—on these things. I’m going to urge my people to borrow from the U.S. Army and ask themselves andtheir staffs these two questions: “If not me, who? If notnow, when?” ■

Post of the Month:

Amsterdam

A familiar canalscene in Amsterdam.

T By Esther Borst

he constitution of the Netherlands may officially designateAmsterdam as its capital, but the royal residence and the seatof government are some 30 miles to the south in The Hague,where the U.S. Embassy is also located.

Still, Amsterdam looms large in Dutch history as well as in itscurrent affairs. In the 17th century, the Dutch “golden age,” itwas the economic and cultural capital of the known world.Amsterdam was then and still is the country’s most influentialcity. Intellectually, culturally and economically, Amsterdamplays its rightful role as the largest and most important city inthe Netherlands.

February 2002 7

Wooden s

View of the Van Gogh Museum, left, andRijksmuseum from the consulate general.

room at

Representing the United States in this setting is thestaff of the U.S. Consulate General, that’s continues a tra-dition established by Vice Consul Sylvanus Bourne in1794. Today, the consul general, three officers, a consular

associate and 12Foreign ServiceNational employeesmeet the challenges andpleasures of service inthe Netherlands. In yetanother of this post’ssurprises, while the U.S.Embassy in The Hagueserves as the focal pointfor diplomatic andadministrative matters,the consulate general inAmsterdam is responsi-ble for all consular serv-ices in the Netherlands.

The flow of peoplebetween the UnitedStates and theNetherlands is a growthindustry. And while theNetherlands is a partici-pant in the Visa WaiverProgram, its robust econ-omy and role as one ofthe biggest investors inthe United States lead tothousands of work-relat-ed visa adjudicationseach year, in addition to

student and exchange visitors.At the same time, the UnitedStates is the largest investor inthe Netherlands. More than35,000 U.S. citizens live here, inaddition to the nearly one mil-lion U.S. visitors who come forbusiness and pleasure.

Contrary to popular thought,the pleasures of Holland do notinclude the legal use of drugs—and definitely do not includetheir import or export. The responsibilities of theAmerican Citizen Services unitinclude visiting imprisonedAmericans who thought other-wise. Repatriation assistance isanother item high on the ACSagenda, especially during thesummer months whenAmsterdam is a haven to thou-sands of young travelers, many

hoes fill shop window in Amsterdam.

Phot

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inne

J. H

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Pict

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The emergency control the consulate general.

8 State Magazine

of whom exhaust their funds as well as the patience offamily and friends back home.

But most American visitors enjoy problem-free staysand thoroughly enjoy this wonderful city. Exploring thecity’s many parks, museums, small shops, cozy cafes andexciting restaurants is fun. Although streets change their

The U.S. Consulate General, Amsterdam.

name every block, Amsterdam is refreshingly compactand easy to navigate by foot, bike, tram or even boat. Thecanals, of course, are legendary, particularly in thosenow-infrequent winters cold enough for them to freezesufficiently for the city to take to its skates.

One of the most delightful areas of Amsterdam is theMuseumplein, a large, park-like square that, as its nameimplies, houses several museums (including the world-famous Rijksmuseum)—as well as the U.S. Consulate

Standing before the fireplace in the nonimmigrant visa waiting roomare, from left, Foreign Commercial Service intern Esther Gupffert,commercial specialist Carlanda Hassoldt and Consul James Gray.

General. The consulate was constructed in 1912 as animpressive family residence, was occupied by theGermans during World War II and taken over by the U.S.government on July 2, 1945, when the consulate generalwas reestablished. While interior spaces have been some-what reconfigured to accommodate work and publicareas, a number of its unique features have been pre-served. The ACS waiting room, for example, offers U.Scitizens the rare opportunity to sit in a massive fireplace.And, with its central location, most of the staff and offi-cers either walk or bike to work—a most pleasant changefrom fighting traffic on the Beltway.

While there is hardly enough time to savor the delights ofAmsterdam alone, the combination of its central locationand excellent transportation system make it an ideal jump-ing off spot for excursions elsewhere in Europe. Cologne isabout two hours away by car, Paris a mere four hours bytrain. But everything in the Netherlands itself is readily

February 2002 9

Ambassador Clifford M. Sobel meetswith consulate general wardens.

accessible and the experiences are as varied as they arecharming. Among the most popular Dutch sites are themedieval university town of Leiden, home to the Pilgrimsbefore they sailed for America; the city of Delft with itscharming square and world-famous porcelain; and theNorth Sea coast town of Scheviningen with its boardwalkand lively beach.

Perhaps the greatest attraction of all is the Dutch them-selves. This is a country that likes the United States—and it

10 State Magazine

AAuthor Esther Borst, left, relaxes in the waiting room fireplace of theAmerican Citizen Services unit with colleagues Hank Kuipers, passportand citizenship assistant, and Vivian Wyatt, immigrant visa assistant.

Flowers cover the grounds at the consulate general after the Sept. 11terrorist attacks on the United States.

hows. In the wake of the Sept. 11 attacks, hundreds of bou-quets, notes and pictures ringed the consulate general.Similarly, several hundred Amsterdam citizens participatedat the consulate in the Europe-wide commemoration with athree-minute silence—followed by a sustained and verymoving round of applause. The gesture was genuine. ■

The author is a secretary at the consulate general in Amsterdam.

Domestic OperationsOffice of the Month:

State’s Homeland Security Office

In the wake of theSept. 11 terroristattacks, a stunnednation quickly madedomestic security its top priority.

Uniformed security officer Arthur Pitts, center, checks credentials ofvisitor to the Harry S Truman Building. Officers Ismael Chappa, left,and Eric Collins observe.

Diawara Mohamed, left, andTimothy Diggs inspect cameraequipment before the arrival of theIndian home minister at the HarryS Truman Building.

Phot

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hael

Gro

ss

Photo by Dave Krecke

By Jonathon Myers

Congress created a new cabinet-level position forHomeland Security and devoted more resources tothat task than at any other time in U.S. history.

The Bureau of Diplomatic Security’s Office ofDomestic Operations, State’s own department of home-land security, is responsible for protecting theDepartment’s people, property and informationthroughout the United States. Making the people andproperty secure in 104 Department locations—includingthe Harry S Truman Building, the U.S. Mission to theUnited Nations and Blair House—is a monumental chal-lenge for the office’s professional staff.

Domestic Operations consists of two divisions and aspecial projects and administrative support staff. Theoffice’s two major elements are facilities security andsecurity support.

The facilities security division, as its name suggests, isstaffed with engineers and technical support teamsresponsible for designing, building and maintaining the

February 2002 11

Security technicians Todd Ingwersen, left, and Brian McGee checkscanning equipment in the C Street lobby.

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Dav

e Kr

ecke

security infrastructure of the Department’s domestic facil-ities. The division’s staff inspect and evaluate physicalsecurity and ensure compliance with federal and domesticsecurity standards, suggesting additional measures asneeded. They oversee the installation and maintenance ofsecurity-locking systems and hardware. They design,install and maintain alarm, closed-circuit television, auto-mated access control, personnel and package screening

and vehicle barrier systems.They carry out security con-struction plans for domesticfacility renovations and newconstruction projects.

This division has overseensome of the most extensivesecurity projects at the Depart-ment, including the upgrade ofthe 7th floor secretariat, theoverhaul of the Department’ssecure information facilitiesand the 10-year TrumanBuilding renovation.

While facilities securitybuilds and maintains securitysystems, its sister division,security and support, operatesthem. They administer a uni-formed protective force of 450

officers assigned to domestic facilities and manage andoperate the domestic security control center. They coordi-nate and determine security needs for all domestic classifiedand unclassified conferences, special events or specialaccess. The division runs a crime prevention program for allDepartment employees and coordinates theft investigationsthrough the protective intelligence and investigations divi-sion. They also advise senior management on security-relat-ed emergency situations such as fires, bomb threats, suspi-cious packages and security alarms.

Technicians Paul Feather,blue shirt, and Jeff Wetseltroubleshoot theDepartment’s alarm andaccess control equipment.

12 State Magazine

Security officers Mitchell Young, left, and Reynaldo Montero with DOspecial events coordinator Liz Wood in Key West.

They manage the diplomatic security identification serv-ice that creates, issues and programs all Department build-ing passes and identification cards. The program recentlyobtained new office space in Columbia Plaza, where con-tractors obtain their badges. Noncontract employees areissued badges in the Harry S Truman Building.

The Office of Domestic Operations manages three pro-grams most employees will be familiar with. They are theuniformed officers, special events and the new accesscontrol programs.

The uniformed offi-cer program is one ofthe most importantand fastest growingprograms withinDomestic Operations.The force is expand-ing to protect pass-port offices through-out the United Statesand to supplementexisting posts nation-wide. A recent articlein the Washington Postidentified the pro-gram as a modelother agencies shouldconsider following.

Uniformed securityofficer Joe Savocaand his dog Dublininspect a vehicle.

DO special events and uniformed officers confer before the Indian homeminister arrives. They are Allen Finley, left, uniformed officer Timothy Diggs,Martin Wishmevsky, officer Mohamed Diawara and special agent Brad Lynn.

Chief of Protocol Donald B. Ensenat pre-pares to greet Indian Home Minister L.K.Advani (not shown) at the DiplomaticEntrance to the Harry S Truman Building.

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The special events section manages security for high-level visits to the Department of various dignitaries,including the President, Vice-President, visiting foreignofficials, VIPs and participants in high-profile conferencesand meetings. During last year alone, special events staffcoordinated security for more than 600 events, includingfour Presidential visits, eight Vice Presidential visits andcountless conferences and meetings. The section also coor-dinated and provided additional security during Secretaryof State Powell’s visit to the United Nations GeneralAssembly, using the Waldorf-Astoria Hotel as base camp.

The new access control project incorporates SmartCardtechnology into the current badging system. Eventually, allDepartment employees will be issued a SmartCard, whichwill improve current procedures and allow new technolo-

Special events officer Allen Finley, left, reviews with Rico Rando, VIPreceptionist, and Juanita Pami, uniformed protective officer, the list ofVIPs arriving with the minister’s special party.

gies to control computer access and the storage of vital data(see the November 2001 issue of State Magazine, page 9).

Finally, Domestic Operations acts as the representativeagency for the Department on critical security committees.These committees decide important domestic securityissues. They include the Interagency Security Committeeand the Interagency Physical Security Working Group.The office also serves as the Department’s primary point ofcontact on domestic facility security with federal, state andlocal government and law enforcement agencies.

During this time of heightened awareness of the threatof domestic terrorism, the Bureau of DiplomaticSecurity’s Office of Domestic Operations continues toprovide a secure environment for the Department’sdomestic employees. As the war on terrorism expands,the office will evolve to meet the mission. ■

The author handles special projects in the Bureau ofDiplomatic Security’s Office of Domestic Operations.

February 2002 13

Back to the Future–The U.S. Mission in Kabul Reopens

An Afghan workerremoves rubble from theembassy compound.

Images

By Ted Nist

We didn’t think we would get muchadvance notice. And we were right.

Word came down from the Seventh Floor onDec. 3 that we would reopen the U.S. Missionin Kabul—on Dec. 15. At that point, about allwe knew was that we still had a compound inKabul. No U.S. employee had seen it since thebeginning of the war against the Taliban.

The last U.S. diplomats left Kabul on Jan. 30,1989, about when the last Soviets departedAfghanistan. Since then, a staff of 60 ForeignService National employees, mostly securityguards, had watched over the property. But weweren’t sure how well it had survived the war.

We quickly formed a small assessment teamto return to Kabul. Kathleen Austin-Ferguson,the Near East and South Asia Bureaus’ deputyexecutive director, led the team. Joining herwere Glen Moore and Jeff Austin from theOverseas Buildings Office, Michael Mack andRon Jeffries from Diplomatic Security, KarlCovington from New Delhi, and DS mobilesecurity agents Eric Legallais, Lance Bailey,David Farthing and Steve Rice.

The team members left for Islamabad onDec. 7, unsure about how they would travelfrom Islamabad to Kabul. While they were inthe air, Lt. Col. Assad Khan, the CentralCommand’s representative at the U.S. Embassyin Islamabad, arranged travel to Kabul on a C-130. Lt. Col. Khan, who was born in Pakistanand speaks fluent Pushtu and Dari, joined theteam on their flight to Kabul on the evening ofDec. 9.

The plane flew in total darkness, landing atBagram Air Base without lights. The teamdeplaned into a pitch-black and starry night.After a chilly night at Bagram (most teammembers stayed in rooms without windowpanes), the team left early the next morning ina convoy for Kabul. The road was littered with shells oftanks and other vehicles from the Soviet-Afghan war era.At one point, the convoy had to ford a river, since thebridge had been destroyed during the war.

Once in Kabul, the team headed directly for the U.S.compound. A contingent of about 70 Marines was

14 State Magazine

already there. They had established a guard post at thegate to the compound, a roving patrol and posts on eachcorner of the chancery roof, armed with machine gunsand protected by sandbags.

The team entered the chancery and found an embassyfrozen in time. “It was as if they had just left for dinner

Photo by Paula Bronstein/Getty

Left, team memberMary Ann Wrightexplores the “snackbar frozen in time.”The 1989 calendarand price list arejust as they werewhen the embassywas evacuated onJan. 30, 1989.

Right, deserted formore than a decade,the ambassador’sconference roomseems in surprisinglygood shape.

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After nearly 13 years, thesnack bar kitchen could usea healthy cleanup beforereopening for business.

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one night and never came back,” said Ms. Austin-Ferguson. Calendars from 1989 and photos of RonaldReagan and George H.W. Bush were on the walls. A half-smoked cigar was in an ashtray, its ashes covered by dust.A Sports Illustrated magazine with Pete Rose on the coverwas on a table.

Although the building had no heat, water or elec-tricity, it was in good structural condition. Almostall the window panes had been broken and winterwas closing in (temperatures were 10 to 20 degreesFahrenheit). The team went to work with the help ofthe FSN employees, who procured glass (deliveredto the embassy on a hand-pulled cart, cushioned in

a bed of straw)and hired aglazier to beginreplacing miss-ing panes. Theysearched thelocal marketsand foundfuses needed toturn on thebuilding’s elec-trical system.

The team slept inthree rooms in a bombshelter, constructed onthe compound in 1997to protect the FSNs.The bunker also hadthe only functioningtoilet on the com-pound. Team membersate military rations,supplemented by bar-beque purchased from

courtesy of Mary Ann Wright

Assessment team leaderKathleen Austin-Ferguson settlesin to the chancery’s crowded butconvivial ladies’ dorm.

local vendors. The team was delighted to discover that,although some Taliban soldiers had entered the buildingduring the war, much of the embassy was untouched andmost of the furnishings and other property were intact. Theambassador’s silver was found in the communicationsvault. The china and glassware had been stored carefully inthe basement and was in mint condition. Most of the 12vehicles in the basement parking area, all 1980s vintage,started right up.

While this was going on in Kabul, many people back inthe Department were also hard at work. Post manage-ment officers Andy Siegel and Peggy Sheppard organized

February 2002 15

16 State Magazine

Waiting on the Dulles International Airporttarmac with its jaws wide open, a hungryAntonov 124 begs to be filled up.

Part of the team responsible for the mission to Kabul gathers in frontof the Antonov.

A warehouse truck isloaded on the Antonov withplenty of room to spare.

The partially filledinterior of theAntonov 124.

the procurement and transport of a planeload ofequipment and supplies and found temporary dutypersonnel to staff the post. Steve Hartman, JimMurphy and John Stever from the the Bureau ofAdministration’s logistics management office char-tered an Antonov 124, the world’s largest cargoplane, for a flight from Dulles to Bagram. They filledthe plane in a matter of days with vehicles (includinga motor home, a warehouse truck and four fullyarmored Chevy Suburbans), two 235-KVA genera-tors, communications and office equipment, a fork-lift, portable toilets and other supplies. Bob Browningfrom the European logistical support office inBelgium supervised European procurement for theflight and drove from Antwerp to Luxembourg tosupervise the loading of the plane at its stop there.The plane arrived in Bagram on Dec. 17.

The American flag againflies over the U.S. Embassyin Kabul.

A Marine observes the ceremonysurrounded by the children ofForeign Service National employees.

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The 17th also turnedout to be opening day forthe mission. In a solemnceremony, a Marine colorguard raised the sameflag lowered from thesame flag pole 12 yearsearlier. “With the reopen-ing of the U.S. Mission inKabul today, the UnitedStates has resumed itsdiplomatic, economic andpolitical engagement withthis country,“ said JamesDobbins, U.S. SpecialEnvoy to Afghanistan, atthe opening ceremony.“We are here. And we arehere to stay.”

Mr. Dobbins paid specialtribute to the FSN employees in Kabul. He read SecretaryPowell’s message: “I know you have consistently gone theextra mile for the United States, often at great risk … theAmerican people and I thank you all for your dedication,your courage and your selfless service in the successfulcompletion of your mission.”

In her remarks, Ms. Austin-Ferguson credited the mis-sion’s three senior FSNs, Bashir Mamnoon, Nawab Aliand Ghulam Ahmadzai, with preserving the embassy’sinfrastructure.

James Dobbins, U.S. SpecialEnvoy to Afghanistan, affirmsthe U.S. commitment duringthe flag-raising ceremony.

Photo courtesy of Mary Ann Wright

Much remains to be done, of course. The chancery willnot have heat, water or sewer service for some time. OBOis hard at work on a host of repairs. And Kabul will con-tinue to be a very dangerous place for Americans.

Despite those inconveniences, the Bureau of SouthAsian Affairs has been flooded with bids from thoseeager to serve in Kabul, including volunteers from Parisand Hawaii. It is a poignant measure of the character ofthose in today’s Foreign Service. ■

The author is the supervisory post management officer in theOffice of the Executive Director for the Near East and SouthAsia Bureaus.

February 2002 17

Determining the TrueValue of FSN WorkA New Web-Based Job Evaluation Tool May Have the Answer

Computer-aided Job Evaluation “testpilots” navigate web-based FSN jobclassification during training at theKPMG Broadband Center in McLean, Va.

Photo by Ellen Flanagan

By Ellen Flanagan

Few employee issues generate more interest or heat-ed discussion among our 40,000 Foreign ServiceNational colleagues than job classification. TheBureau of Human Resources has searched for

years for a system that would determine the value ofwork as equitably in Ulaanbataar as it does inOuagadougou or the 250 other overseas locations whereFSNs are employed.

A new tool that promises to deliver on that long searchis being pilot tested in a number of overseas humanresources offices. Called CAJE—short for computer-aided job evaluation—it is a web-based job evaluationtool designed to replace the current way FSN positionsare evaluated and graded at U.S. Missions abroad.

Anyone who has tried to write or evaluate an FSN posi-tion description knows how difficult it can be to expresswhat a job really does. And it is even more puzzling todecipher FSN job classification standards written in 1978.

So what does CAJE actually do? First, it simplifies thesupervisor’s role in defining the duties and responsibili-ties assigned to a job by streamlining the position descrip-tion. Next, the post human resources officer or specialistmeets with the supervisor and FSN employee to answerbasic questions about the job in the CAJE questionnaire.

The questionnaire surveys the job by look-ing at factors or elements that are part of everyposition: subject matter knowledge, accounta-bility, problem solving, communication,advice and recommendations, impact, creativ-ity and innovation, and work environment.

Instead of matching narrative text in a jobdescription with narrative criteria of FSNinteragency position classification standards,CAJE measures the job holder’s role in amore open and objective way, without theoccupational detail or mission size limitationsfound in current classification standards.Finally, the evaluation of the job is actuallyaccomplished through an Intranet applica-tion, providing an instant response to thepost regarding the position’s grade, job fami-ly and title.

The work of the U.S. government overseasis changing rapidly. Posts must now copewith increasing program and policy

18 State Magazine

demands, heavier workloads, tighter budgets and, often,fewer local staff. Information technology has dramaticallychanged the way U.S. Embassies or Consulates do busi-ness overseas, from the ways they serve the public to themanner in which they process documents.

Today, FSN employees perform functions never antici-pated when the classification standards were first writtenin 1978. Webmaster, HIV-AIDS project manager andinformation resource center jobs are just a few examplesof positions no one could have foreseen 20 years ago.

Although CAJE had been discussed in the Departmentfor years, those discussions gained momentum last yearwhen the Bureau of Human Resources made it a high pri-ority for streamlining human resource operations abroad.Other U.S. government agencies with Foreign Nationalemployees abroad endorsed the move to standardize andsimplify procedures within the government. Theirendorsement included sharing in the funding of this proj-ect through the Interagency Working Group of partici-pating agencies. Subject matter experts from these agen-cies—USAID, Commerce, State, Agriculture and others—offered advice on evaluation factors to put in the CAJE.

“This is clearly an interagency approach,” says Bob West,chief of the human resources management division in theOffice of Overseas Employment. His division oversees FSNclassification and policy matters. “CAJE eliminates theneed for us to update over 100 separate classification stan-

Der Linde, EliasUSAID Pretoria,

AJE software asan, CAJE proj-tor, looks on.

E

dards,” Mr. West observes, “or to write newstandards for emerging jobs in such agencies asthe Centers for Disease Control and Prevention,the Drug Enforcement Agency or other agenciesat our posts abroad.”

CAJE is currently being tested at seven mis-sions Mexico, Italy, Belgium, Estonia, Jordan,South Africa and Thailand, and it will belaunched on the Intranet for all posts inSeptember 2002. South Africa is perhaps theideal place to test CAJE. The government ofSouth Africa chose a CAJE approach for a post-apartheid South Africa because it eliminatesracial, gender, geographic or occupationalbiases and makes the job grading processobjective, understandable and equitable.

Those familiar with CAJE and the improve-ments it offers to the job evaluation process pre-dict that the entire interagency community andthe FSN employees themselves will welcomethe clarity and objectivity of the new system.

One of the “test pilots” for the CAJE project isElias Nkadimeng, a human resources specialist with theU.S. Agency for International Development in Pretoria. Hejoined USAID after several years with the government ofSouth Africa, where CAJE software was used to evaluate1.2 million public sector jobs, in several thousand occupa-tions. “I am expecting CAJE to be an instrument of changeto all staff,” Mr. Nkadimeng says. “It will promote trans-parency and customer service within HR offices. I am con-fident that it will minimize the subjectivity that is normal-ly connected to the current position classification process.The software is easily accessible on the Net, easy to admin-ister and less time consuming.”

Mike Tulley, an administrative officer in the U.S. Embassyin Tallinn, another CAJE pilot post, agrees that a desktopCAJE tool is long overdue. “With this one quick move,” hesays, “we are moving away from 1950s processes to a mod-ern, state-of-the-art technology. We’ll be able to maintain acurrent online database and will work with senior managersto develop the kind of workforce they need to advance ourdiplomatic interests in a flexible and coherent way.”

Christa Van Pretoria, andNkadimeng,check out CEllen Flanagect coordina

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Director General Ruth Davis meets CAJE courseparticipants at a farewell party in the Office ofOverseas Employment’s conference room.

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Probably the most noticeable benefit of CAJE is theimprovement of customer service in any post’s HR sec-tion. With a client base of 40,000 FSN employees, severalthousand supervisors and 20 government agenciesworldwide, overseas HR offices will be able to reduce thetime it takes to render an FSN job classification decisionfrom about 30 days to only 48 hours.

Large and small posts will immediately benefit fromsuch improved response time. One of the largest posts inyhe world, the U.S. Embassy in Bangkok, was selected asa CAJE pilot post because of its workforce size, diversityof client agencies and a strong HR team committed toexcellent customer service.

Vipanee Hanchareonsuk has been with the embassy forover 30 years and is now testing CAJE software at her post.“As an old-time classifier,” she says, “I still remember howmuch time and effort I spent learning and understandingthousands of pages of interagency classification standards.”When she heard that a software application would replacethese standards, she was naturally skeptical. But afterattending training, then actually testing the software to eval-

uate FSN positions in Bangkok, Ms.Hanchareonsuk says, “I now feel a lot better aboutit. Time spent in completing a classification action isgreatly reduced compared to the current system ofwriting a narrative evaluation. CAJE is an excellentclassification tool for today’s IT world.”

Who knows? By stepping into this CAJE, theDepartment may finally tame the job classifica-tion beast once and for all.

To learn more about computer-aided job evalua-tion, visit the “CAJE Page” web site on theDepartment’s Intranet, http://hrweb.hr.state.gov/OE/caje/caje.html. ■

The author is the CAJE project coordinator in theBureau of Human Resources.

February 2002 19

Pickering FellowshipsDouble in 2002

By Leann Bullin

acems ic

Pickering Fellow Titi Baccam chatswith Ambassador Pickering, nowsenior vice president for interna-tional relations for the Boeing Co.,in his Rosslyn, Va., office.

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How do youhonor a livinglegend?

That was one of the final deci-sions Madeleine K. Albrighthad to make as Secretary of

State. She sought a program thatwould preserve the legacy of one ofthe highest-ranking diplomats everto represent the United States,Ambassador Thomas R. Pickering. A man of extraordinary intellect and high standards, AmbassadorPickering has always had a deep concern for the people of the Foreign Service.

Former Secretary Albright settledon the Department’s Thomas R.Pickering Foreign Affairs FellowshipProgram, which has successfullyrecruited into the Foreign Servicetalented college students who reflectthe diversity and excellence of U.S.society. She knew the fellows demonstrate the talents andcommitment to service that typified AmbassadorPickering’s career. So, the program was appropriatelyrenamed for the diplomat.

The Pickering Fellowship is a careerdevelopment and scholarship pro-gram that recruits a diverse group ofoutstanding students, sponsors theiracademic and career training, and pre-pares them to enter the ForeignService. Pickering Fellows are selectedfor their leadership skills, academicachievement and financial need.Upon completion of their master’sdegrees, the fellows enter the ForeignService as junior officers.

A strong advocate of the Pickering Fellowship,Ambassador Ruth A. Davis, director general of theForeign Service and director of Human Resources, callsthe program “an important part of the Department’s hir-

It is fitting forthat aims to ity Foreign Scers to be naone of the bein the historyForeign Serv

20 State Magazine

ing and diversity efforts.” Because of the importance ofthe fellows and their contribution to the Foreign Service,Ambassador Davis recently announced, “I am pleased

that the Department will double thenumber of awards in 2002, providing 20 undergraduate and 20 graduatePickering Fellowships to outstand-ing students.”

Since its creation in 1992, the programhas been a key component of theDepartment’s efforts to “grow” theForeign Service officers of the future. Ofthe 132 students who have been award-ed fellowships to date, 62 have enteredthe Foreign Service and another 20 will

become junior officers this year. Pickering Fellows earnmaster’s degrees in academic disciplines that meetForeign Service skill needs and serve internships in theDepartment and at overseas posts as part of their profes-sional preparation.

programreate qual-rvice offi-

ed aftert officersof thee.

ering Fellow now studying at Georgetown University in Washington, D.C., Ambassador Eugene Scassa in San Antonio. A retired Foreign Servicelomat in residence at St. Mary’s University in San Antonio, Texas,ntroduced Mr. Montanez to the Pickering Fellowship Program.

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John Kelley, selected for the fellow-ship after completing undergraduatestudies at Howard University, went onto earn a master’s degree at Harvard.He interned in the office ofAmbassador Pickering, then-undersecretary of State for Political Affairs.Mr. Kelley said, “The under secretarynot only granted me access to high-level deliberations, he gave me thechance to witness the formulation offoreign policy. His analytical, ‘out ofthe box’ thinking skills, his novelapproach to problem solving, hisunderstanding of globalization andpolitical nuance made him the con-summate diplomat.” In September2001, Mr. Kelley entered the ForeignService. His first assignment will beeconomic-political officer in Yaoundé.

Veomayoury “Titi” Baccam wasselected in the first group of fellowswhile she was a sophomore at GeorgeWashington University. She complet-ed her master’s degree at ColumbiaUniversity and served internships inthe Bureau of Consular Affairs and inVientiane. Since joining the ForeignService in 1996, Ms. Baccam hasserved in Moscow, Geneva and nowin the Department as Uzbekistandesk officer. “If it were not for this fellowship program,”she said, “I am not sure I would have considered theForeign Service. While there is plenty of information andguidance about othercareers, there is really verylittle about the ForeignService.” Conceding thatmore information is avail-able now than when shewas a student, Ms. Baccambelieves the fellowship pro-gram attracts a diverse andtalented group that mighthave been drawn to othercareers. “It also providedus with the training andguidance to develop intogood officers.” She added,“It is fitting for a programthat aims to create qualityForeign Service officers tobe named after one of thebest officers in the historyof the Foreign Service.”

Benjamin Montanez was asophomore majoring in polit-ical science and history at St.

Ben Montanez, a Pickpays a holiday visit toofficer and former dipAmbassador Scassa i

John Kelley, a Pickering Fellow, isoverseas assignment as economiU.S. Embassy in Yaoundé.

Mary’s University in Texas when he met the school’s for-mer Diplomat-in-Residence Ambassador Eugene Scassa,who told him about the Foreign Affairs Fellowship

Program. The day after he was accept-ed as a transfer student toGeorgetown University, Mr.Montanez was awarded a fellowship.“This is the best opportunity I haveever had,” he said “The best thingabout this fellowship is the people.”He credits Ambassador Scassa withleading him to an ideal career.

Feb. 22, 2002, is the applicationdeadline for the 2002–2003 under-graduate Pickering Foreign AffairsFellowship Program, open to collegesophomores. March 1, 2002, is theapplication deadline for the graduateprogram, open to college seniors. Formore information, visit the “StudentPrograms” link on HR’s Intranet site or www.careers.state.gov on the Internet. ■

The author is a recruiter in the Bureauof Human Resources responsible for thePickering Fellows Program.

en route to his first-political officer in the

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February 2002 21

Official performance folders forall Foreign Service officers arestored in this records room.When the digital imaging projectis completed in 2004, all ofthese files will be recorded andstored on a single server thesize of a small table. The paperversions will be retired to one of the Department’s off-sitestorage facilities.

When It Comes to YourEER, Image Counts

Story by Roger WestbrookPhotos by Dave Krecke

If you’ve never been image conscious,the Bureau of Human Resources sug-gests that the time has come—especially when considering your EER.

The bureau, in fact, isimaging the entire officialperformance folders of all

Foreign Service employees,according to Ruben Torres,executive director.

Introduced as a pilot duringthe 1999 multifunctional pro-motion boards, online accessto OPFs was so well receivedby panel members that thebureau undertook the daunt-ing task of imaging the per-formance folders of all activeForeign Service employees.

22 State Magazine

During the 2001 review cycle, nine of the 15 review pan-els conducted their reviews using online OPFs. The com-missioning and tenuring boards are now using onlineOPFs as well. Currently, about 35 percent of ForeignService performance folders can be viewed electronically.To ensure that the yearly review process continues to runseamlessly, the bureau is seeking everyone’s cooperation.

Imaging is nothing more than taking a picture of a docu-ment. It may be your EER, your Franklin Award or a letterof commendation. The imaging process does not convert

printed text into an electronicdocument. An imaged docu-ment cannot be edited or correct-ed. If you submit an EER with aninkblot, the electronic image willhave an inkblot. Eventually,once all existing OPFs have beenimaged, HR plans to have EERssubmitted directly from posts to the Department as electronicdocuments. Imaged documentsand electronic documents thenwill exist side by side and will be equally accessible, Mr. Torres said.

Documents wait inline to be scannedinto digital files.

Information assistant Pam Moore prepares documents for scanning.

Stacy Mack, a personnelassistant in HR’s executiveoffice, scans a document intoa Foreign Service officer’sdigital file.

A look at the trip your EER takes illustrates the need fortimely deadlines. Once you, your rating officer and yourreviewing officer have compiled your annual report, theEER makes another stop within your post or bureau. Apanel reviews the EER for thoroughness, fairness and for-mat. The finished document is then sent to the Departmentand logged in by the Office of Performance Evaluation.That office then forwards the EER to the Office of Recordsand Information Management for imaging, so panel mem-bers can read it directly from a computer screen.

The road that the EER, award nominations and com-mendations travel has many starts and stops. Before reach-ing their final destination, there are many offices involvedin the process. Submitting performance-related documentsto HR/PE early helps ensure sufficient lead time for themany offices that process your EER before it reaches thepromotion boards. That’s extremely important, Mr. Torressaid, because all EERs and awards must be either filed orimaged before the selection boards convene in June. Whenthousands of documents come in at the last minute, theimaging process becomes more difficult.

April 15 is just around the corner. Besides preparingyour federal income tax return, now also would be agood time to start drafting your accomplishments for therating period and seeking that yearly performancereview with your rating official. ■

The author is a records management analyst in the office ofthe executive director in the Bureau of Human Resources.

February 2002 23

Have a Healthy HeartMedical Report

By Dr. John C. Triplett

Each year, the American HeartAssociation designates Feb-ruary as a time to educateAmericans about heart dis-

ease and to encourage lifestylechanges to reduce the incidence ofheart disease.

Your heart is a muscular pump thatexpands and contracts (beats) 100,000times a day to circulate 2,000 gallonsof blood to keep your body function-ing properly. Anything that interfereswith the heart’s functioning must beimmediately recognized and treatedto prevent irreversible damage.

Heart disease is the number onekiller in developed countries andheart attacks are the most obvioussign of heart disease. Each year near-ly 1.5 million persons suffer heartattacks in the United States withdeath occurring within 20 days inabout one-third of those afflicted.Sudden cardiac arrest occurring with-in minutes of a heart attack claimsabout 220,000 lives each year. That’sthree lives every seven minutes.

Fewer than 5 percent of sudden car-diac arrest victims survive. The AHAexpects the survival rate to improveby prepositioning automated electron-ic defibrillators in work places, air-ports, stadiums and other high-riskareas. Training in the use of this “quickshock device” is now part of the stan-dard CPR course. Presently, about 30percent of heart attack victims survive10 years, but with new diagnostic andtreatment procedures, the statistics areimproving rapidly. Studies have con-firmed that cardiovascular diseasesare the leading cause of death not onlyfor men but also for women. Fully 10percent of American women aged 45to 65 have some form of heart disease.That figure increases to 25 percent forwomen over 65. Simply alerting socie-ty and health care givers of this factwill greatly improve these statistics.

What is coronary heart disease?

24 State Magazine

The coronary arteries are the blood

vessels that supply blood and there-fore oxygen and nutrients to theheart muscle. Coronary heart diseaseresults from narrowing or blockingthese vessels. When the blood supplyto the heart is diminished significant-ly, complications such as angina(chest pain caused by a reduced sup-ply of oxygen to the heart muscle)may occur. When the blood supply iscompletely blocked, a heart attackcauses damage to the heart muscle.This may lead to changes in cardiacrhythm or heart failure.

Over the years the National Heart,Lung and Blood Institute of theNational Institutes of Health hasperformed long-term studies toestablish causes and treatments forAmerica’s greatest killer. These stud-ies have established the major riskfactors for coronary heart disease:cigarette smoking; hypertension (ele-vated blood pressure above 135/85);elevated serum cholesterol (above200 mg/dl) and various fractions(LDL above 130 mg/dl); low levels ofhigh-density cholesterol (HDL lessthan 50 mg/dl); diabetes mellitus;advancing age (over 65); obesity(body fat above 30 percent); physicalinactivity; family history of prema-ture coronary heart disease (heart dis-ease in those under age 60); hyper-

triglyceridemia (elevated levels oftriglycerides above 500 mg/dl).

Once an individual is diagnosedwith heart disease, the desired levelsfor these various factors are even lower.

Obviously, we cannot control ourgenetics. But tighter control of bloodpressure, diabetes mellitus and ele-vated lipids with readily availablemedications is now possible withminimum side effects. Stopping are musts.

The America Heart Association’sweb site (www.americanheart.org)suggests lifestyle approaches andchanges to lessen the risk factors forcoronary heart disease. Specifically,it emphasizes stopping smoking,controlling high blood pressure,lowering cholesterol levels, losingweight, controlling diabetes and adopting an exercise and fit-ness strategy.

The Department’s health units, theexamination clinic and yourembassy health units have AmericanHeart Association information tohelp you toward a healthier lifestyle.The Office of Medical Services’health promotion program andhealth fairs can assist you in “know-ing your numbers” (blood pressure,cholesterol and sugar levels).

The Office of Medical Services canrecommend smoke cessation pro-grams and provide weight and cho-lesterol dietary information. TheFARA-managed exercise facilities inthe Truman Building and NFATC areavailable for your exercise and fitnessprogram with a membership. Manyembassies also have exercise areas.

The American Heart Association isintroducing a new theme, “Taking ItPersonally,” to urge all Americans toreduce their risk for heart disease.Your health care professionals in theOffice of Medical Services stronglyencourage all employees and theirfamilies to incorporate this behaviorinto their daily life. ■

The author is chief of the examination

clinic in the Office of Medical Services.

Recruiter Targets Hispanic Americans

The State Departmenthas hired a personfull-time to recruitHispanicAmericans.

She is Carmen G. Cantor, former man-ager of the U.S. Postal Service’snational women’s program.Before relocating to the

Washington, D.C., area, Ms. Cantorwas the Postal Service’s Hispanicprogram specialist in Central Florida, covering the cities ofOrlando, Kissimmee, Melbourne, West Palm Beach andBoca Raton.

Only 4 percent of State Department employees areHispanic Americans. That’s well below their representa-tion in the U.S. labor force of 12 percent, Ms. Cantor said.

Secretary of State Colin L. Powell, who is committed torecruiting a more diverse workforce, last June signed anagreement with the president of the Hispanic Associationof Colleges and Universities to increase awareness atmember institutions of employment opportunities at theState Department.

Last October, the Department took the additional stepof hiring Ms. Cantor, a native of Puerto Rico, who holdsa bachelor’s degree in sociology from the University of

By Nicholas Manring

If there’s one thing 30 yearsof trouble have taught offi-cials in Belfast, it’s how to

manage a crisis. So, whenlocal officials invited the con-sular section in the U.S.Consulate General to partici-pate in planning and stagingemergency exercises at theBelfast Airport, the staffjumped at the opportunity.

It was a win-win situation:local crisis managers got “for-eign” actors to lend a touch of reality to their exerciseand consular section participants gained crisis manage-ment insights and closer associations with some ofBelfast’s leading crisis experts.

The most recent exercise, held on an overcast Sundaymorning, was at Belfast’s new City Airport. To see howan emergency is handled from various perspectives,

Crisis Management B

Deborah Steele, left, and Viki Trelatives at the end of the airpo

Puerto Rico and a master’s degree in labor relationsfrom the Inter-American University of Puerto Rico.

Besides attending job fairs and visiting colleges anduniversities with a high number of Hispanic stu-

dents, Ms. Cantor is also working with Hispanicprofessional organizations such as the NationalAssociation of Hispanic MBAs, the National

Association of Hispanic Federal Executives,alumni of the National Hispana

Leadership Institute and members of theNational Council of La Raza. She has

also participated in meetings of a newly created Hispanicorganization interested in U.S.

foreign affairs.Ms. Cantor has also been visiting states with high con-

centrations of Hispanics and during a recent job fair inNorthern Virginia was interviewed by National PublicRadio. She is providing recruiting materials to local com-munity organizations, posting information on theInternet and running magazine ads. The materials spellout employment opportunities at the Department in boththe Foreign Service and the Civil Service.

She said the younger generations of Hispanics she hasmet are mobile and eager to learn more about “viablecareer options” in the State Department.

To increase the applicant pool, Ms. Cantor said, theword has to get out to the Hispanic community that thoseoptions are available at State. ■

Photo by Carl Goodman

February 2002 25

American Citizen Services assistantViki Thomson played an Americanvictim on a regional plane whichcaught fire on landing. DeborahSteele, another consular assistant,played a local relative of the victim.The author observed all compo-nents of the exercise.

Without investing any U.S. gov-ernment resources, the consulateimproved its ability to protectAmericans, their number one jobpriority. They were able to updateemergency contact lists, improve

their understanding of local emer-gency procedures and the consulate’s role in them,and increase their confidence in local authorities’ abil-ity to respond in a crisis just as the consulate wouldrespond for them. ■

The author is a consular officer in the U.S. Consulate Generalin Belfast.

elfast Style

homson as reunited rt exercise.

People Like YouPeople Like You

ale-r-

Surfing U.S.A.Age and experience eked out a narrow victory over radical new school surfing in the First Annual Internation

Diplomatic Longboard Surfing Classic held Sept. 9 in Barbados, West Indies. The U.S. Embassy team asserted hegmony with strong performances by narcotics affairs officer Brett “The Big Kahuna” Mattei, military liaison office coodinator Capt. Dan “Goofy-footer”Grundvig and political officer Alex“Moondoggie” Avé Lallemant. TheU.S. team outclassed the Canadians,Europeans and Caribbean nationals,who seemed awed by theAmericans’ masterful water skills.

In its initial phases, the contestappeared to belong to Grundvig,who shredded the waves like oldcable traffic. The game changed,however, when he was sanctionedfor a flagrant breach of wave-ridingprotocol. The officer’s actions led toa frank exchange of views with othercontestants and officials. After con-siderable delays, protests and pointsof order, the contest finally movedforward when political officer AvéLallemant brokered an uneasy truce.

The U.S. team swept the medalround with Alex Avé Lallemant tak-ing the bronze, Dan Grundvig win-ning the silver and Brett Mattei

bringing home the gold. ■

Alex Avé Lallemant, left, and Capt. Dan Grundvigcatch a wave near Bridgetown.

Posing on the elegant award stand are, fromleft, Alex “Moondoggie” Avé Lallemant, Brett“Big Kahuna” Mattei and Capt. Dan “Goofy-footer” Grundvig.

Photos by Melanie Capelin

26 State Magazine

Web site

able set of tools one at anytime.”

The elaws Ademployees and

To visit the ela

Courses: National Foreign Affairs Training Center

&Education Training

Security Overseas SeminarSOS: Security Overseas Sem. MQ911 4,25 8 2DASOS: Adv. Security Overseas Sem. MQ912 12,19 23 1DTDY Security Overseas Sem. MQ913 4,25 8 1D

Transitions (OBC)English Teaching Sem. MQ107 16 3DProtocol and U.S. Rep. Abroad MQ116 13 1DTax Sem. MQ117 6 2.5HGoing Overseas Without Children MQ200 16 0.5DGoing Overseas for Families MQ210 16 0.5D

PLEASE NOTE! Language start date changeThe start currently advertised as Feb. 25, 2002, moves to March 4, 2002. End datesare changed as follows:

FAST 4/19/02 4/26/02BASIC 23 Wks 8/02/02 8/09/02BASIC 24 Wks 8/09/02 8/16/02BASIC 30 Wks

(German) 9/20/02 9/27/02

The new dates for Intensive Area Studies, Section 0002, FY2002, are:Start 02/18/02 End 03/01/02

Dates for FSI Transition Center courses are shown below. See the DepartmentNotices for announcements of new courses and new course dates. For informationon courses, visit FSI’s schedule of courses on the Department’s Intranet atwww.fsiweb.gov.

Course Currently Scheduled Date New End Date

Course Mar. Apr. Length

offers advice on labUsing the power of tDepartment of Laborlaws that cover empl

Called elaws Advemployees alike accetime, free of charge. and medical leave, fabusiness retirement s

The elaws AdvisorDOL representative bthe individual to theexperience that yielddevelop new advisor

Secretary of Laborfor America’s 21st century workforce. Th

visors are part of the Compliance Assistaemployers better understand their rights ws Advisors, go to www.dol.gov/elaws.

Going Overseas Logistics for Adults MQ220 16 2.5HGoing Overseas Logistics for Children MQ230 16 2.5HPost Options for Employment & Training 21 1DTargeting the Job Market 19 2DCommunicating Across Cultures MQ802 2 1DRealities of Foreign Service Life MQ803 24 1DPersonal Finance and Investment MQ852 10 2.5HTraveling With Pets MQ855 24 2.5HEmergency Medical Care and Trauma Workshop 9 27 1DA Safe Overseas Home MQ916 17 2.5H

Career Transition CenterRetirement Planning Seminar RV101 30 4DJob Search Program RV102 4 8W

EXTERNAL TRAINING OPPORTUNITIES FSI SPONSORS

FY 2002 USDA Graduate School Courses to be held at FSI:Basic Employee Benefits for Personnelists February 25–March 1, 2002 5DConsulting Skills for HR Professionals March 7–8, 2002 2DBasic Staffing and Placement March 18–22, 2002 5DBasic Position Classification April 29–May 3, 2002 5D

See your bureau training officer for information about attending FSI-sponsored, two-week residential management seminars and long-term careerdevelopment training opportunities. Length: H = Hours, D = Days

For additional information, please contact the Office of the Registrar at (703) 302-7144.

Course Mar. Apr. Length

February 2002 27

or lawshe Internet to reach almost anyone at any time, the U.S. has developed web-based access to a body of federaloyees and employers.isors, the interactive web site offers employers andss to information about federal employment laws at anyThe site addresses such common labor issues as familyir labor standards, occupational safety and health, smallavings and poster requirements. s mimic the interaction an individual might have with ay asking questions, providing information and directing

appropriate resolution. DOL’s goal is to offer a pleasants real answers and real results. The Department plans tos to further assist the U.S. employment community. Elaine L. Chao described the elaws Advisors as “a valu-ey have the power to provide instant information to any-

nce Initiative established by the DOL to help America’sand responsibilities in the workplace.

2001 Foreign Service Promotion StatisticsThe Bureau of Human Resources has prepared the following statistical summary of promotions granted on the basis of recommendations

made by the 2001 Selection Boards. The data show the number of members who competed, the number promoted and the percentage ofthose competing who were promoted. Additionally, the data give the average time-in-class and length of service of employees eligible tocompete for promotion and those promoted. Readers should note that the data have little significance for competition groups with relativelysmall numbers of promotion opportunities.

The data are organized by class and primary skill code (i.e., functional field for generalists and occupational category for specialists).Multifunctional promotions of generalists in classes 01, 02 and 03 are shown in separate groups by cone. A summary explanation of the variousskill code groups at each level is provided below; detailed information on this aspect may be obtained from the 2001 Selection Board precepts.

Number Competed

Number Promoted

% Competed Promoted

Average Time-in-Class of Competed

Promotees' Average Time-in-Class

Average Length of Service Competed

Promotees' Average Length of ServiceCompetition Groups

FEMC TO FECM (Classwide competition of all eligible officers)Administrative Generalist 16 0 0.0 8.0 0.0 27.4 0.0Consular 12 0 0.0 7.4 0.0 30.5 0.0Economic 23 2 8.7 7.7 9.3 29.4 28.5Political 49 4 8.2 8.1 7.8 31.4 27.6Information Mgmt 1 0 0.0 5.6 0.0 35.6 0.0Psychiatrist 1 0 0.0 11.7 0.0 21.1 0.0 Security Officers 2 0 0.0 5.0 0.0 30.2 0.0Medical Officers 3 0 0.0 7.5 0.0 16.8 0.0Public Diplomacy 12 0 0.0 5.6 0.0 28.1 0.0Total 119 6 5.0 7.6 8.3 29.6 27.9

GENERALIST FEOC TO FEMC (Classwide competition of all eligible officers andcompetition by cone)Administrative Generalist 39 7 17.9 3.8 4.4 22.6 23.6Consular 28 7 25.0 4.0 3.6 24.2 23.7Economic 33 8 24.2 3.3 3.6 21.8 22.7Political 55 19 34.5 3.8 3.6 23.4 22.0Science Officers 1 0 0.0 2.7 0.0 24.9 0.0Public Diplomacy 34 9 26.5 4.6 4.6 24.7 21.5Narcotics 1 0 0.0 6.8 0.0 16.5 0.0Total 191 50 26.2 3.9 3.9 23.3 22.5

FS-1 TO FEOC (Multifunctional competition of all eligible officers and competi-tion by cone; eligibles include only those requesting threshold review)

FUNCTIONAL PROMOTIONSAdministrative Generalist 72 14 19.4 6.1 6.8 20.5 17.7Consular 68 8 11.8 6.5 7.1 21.7 16.5Economic 70 7 10.0 6.1 6.8 21.0 21.3Political 103 8 7.8 5.9 6.6 20.8 21.8Public Diplomacy 82 14 17.1 8.0 8.7 19.6 19.4

MULTIFUNCTIONAL PROMOTIONS*Administrative Generalist 22 2 9.1 6.6 4.8 18.5 21.2Consular 48 8 16.7 6.9 7.6 21.8 21.5Economic 38 3 7.9 6.1 5.1 20.8 18.1Political 71 10 14.1 5.9 7.6 20.9 21.9Public Diplomacy 8 1 12.5 7.7 6.6 18.1 18.2Narcotics 1 0 0.0 7.8 0.0 11.1 0.0Total 420 75 17.9 6.5 7.2 20.7 19.7

FS-2 TO FS-1 (Multifunctional competition of all eligible officers and competitionby cone)

FUNCTIONAL PROMOTIONSAdministrative Generalist 164 19 11.6 5.6 5.8 15.9 14.7Consular 132 14 10.6 5.7 5.3 16.3 15.1Economic 156 17 10.9 5.4 6.9 15.1 15.7Political 210 18 8.6 5.9 8.3 16.3 17.4Public Diplomacy 134 20 14.9 7.0 8.2 14.6 15.6

28 State Magazine

Number Competed

Number Promoted

% Competed Promoted

Average Time-in-Class of Competed

Promotees' Average Time-in-Class

Average Length of Service Competed

Promotees' Average Length of ServiceCompetition Groups

MULTIFUNCTIONAL PROMOTIONS*

Administrative Generalist 40 3 7.5 5.2 7.1 16.3 17.1Consular 64 8 12.5 6.2 7.0 16.7 17.2Economic 58 14 24.1 6.4 7.6 16.3 17.3Political 92 16 17.4 6.5 7.7 16.9 18.0Public Diplomacy 6 0 0.0 9.1 0.0 15.8 0.0Narcotics 3 0 0.0 7.6 0.0 9.3 0.0Total 840 129 15.4 6.0 7.2 15.8 16.3

FS-3 TO FS-2 (Multifunctional competition of all eligible officers and competitionby cone)

FUNCTIONAL PROMOTIONSAdministrative Generalist 82 27 32.9 4.7 4.4 11.0 10.9Consular 118 22 18.6 5.0 5.2 10.7 10.7Economic 140 30 21.4 4.4 6.1 10.1 11.5Political 165 34 20.6 4.3 5.1 9.9 10.3Public Diplomacy 53 27 50.9 4.6 4.6 10.5 10.6

MULTIFUNCTIONAL PROMOTIONS*

Administrative Generalist 14 0 0.0 4.8 0.0 10.3 0.0Consular 40 15 37.5 5.8 6.6 11.2 12.6Economic 58 10 17.2 4.6 4.7 10.3 10.2Political 56 15 26.8 5.0 5.0 10.6 9.8Public Diplomacy 1 0 0.0 2.8 0.0 9.6 0.0Total 598 180 30.1 4.6 5.2 10.4 10.8

*A number of officers were competed functionally and multifunctionally. Thus, theyare included in both competition groups and the totals are greater than the actualmembership of the competition group. If a member was promoted multifunctionallyin the first session, he or she was not competed functionally in the second session.

FS-4 TO FS-3 (Tenured junior officers competed classwide; FP generalistscompeted by cone or administrative subfunction)Administrative Generalist 61 56 91.8 2.9 2.6 4.5 4.3Consular 65 57 87.7 3.0 2.8 5.1 5.0Economic 49 44 89.8 2.8 2.6 4.3 4.1Political 44 42 95.5 2.4 2.4 4.1 4.1Public Diplomacy 22 17 77.3 3.7 2.6 5.5 4.3Total 241 216 89.6 2.9 2.6 4.6 4.4

Specialists FEOC TO FEMC (Competed by occupational category)Financial Mgmt 1 1 100.0 3.6 3.6 15.3 15.3Information Management 4 1 25.0 3.1 3.6 28.2 26.5Info. Management Technical 1 0 0.0 6.8 0.0 30.5 0.0Psychiatrist 1 0 0.0 4.5 0.0 8.8 0.0Security Officer 11 1 9.1 4.1 2.7 25.5 25.6Construction Engineer 3 0 0.0 5.6 0.0 13.4 0.0English Language Specialist 1 0 0.0 2.9 0.0 21.6 0.0

Number Competed

Number Promoted

% Competed Promoted

Average Time-in-Class of Competed

Promotees' Average Time-in-Class

Average Length of Service Competed

Promotees' Average Length of ServiceCompetition Groups

Information Resource 1 0 0.0 4.1 0.0 16.2 0.0Medical Officer 6 0 0.0 5.3 0.0 11.3 0.0Health Practitioner 1 0 0.0 2.8 0.0 20.6 0.0Total 30 3 10.0 4.3 3.3 20.5 22.4

FS-1 TO FEOC (Eligibles include only those requesting threshold review)Financial Mgmt 7 1 14.3 6.5 11.8 17.6 22.6Information Mgmt 20 3 15.0 4.1 3.8 21.1 20.3Info. Management Technical 1 1 100.0 5.8 5.8 22.4 22.4Psychiatrist 2 1 50.0 3.6 4.1 3.6 4.1Security Officer 27 5 18.5 5.3 5.2 22.0 23.4Security Engineer 7 0 0.0 6.2 0.0 15.9 0.0Construction Engineer 8 2 25.0 6.9 7.8 14.9 16.2Facilities Maintenance 2 0 0.0 5.3 0.0 21.1 0.0English Language Specialist 1 0 0.0 6.4 0.0 17.1 0.0Information Resource 3 0 0.0 7.6 0.0 18.3 0.0Medical Officer 3 2 66.7 6.7 7.1 6.7 7.1Health Practitioner 4 1 25.0 4.0 4.8 24.1 25.3Printing 2 0 0.0 7.2 0.0 15.7 0.0Total 87 16 18.4 5.4 5.8 19.1 18.7

FS-2 TO FS-1Financial Mgmt 42 5 11.9 5.4 7.8 12.1 16.0Human Resources 19 3 15.8 4.9 4.4 22.5 25.2General Services 17 1 5.9 4.6 2.8 15.6 12.4Information Management 97 9 9.3 5.3 4.8 18.1 15.0Info. Management Technical 11 1 9.1 6.8 6.8 23.2 25.3Diplomatic Courier 5 0 0.0 5.4 0.0 26.1 0.0Security Officer 180 18 10.0 7.0 8.5 17.3 17.4Security Engineer 54 1 1.9 6.6 5.8 13.4 10.2Construction Engineer 9 1 11.1 4.6 4.8 9.7 9.4Facilities Maintenance 4 2 50.0 7.0 6.8 11.4 12.5English Language Specialist 6 0 0.0 9.4 0.0 14.3 0.0Information Resource 4 2 50.0 3.3 3.0 14.0 15.9Medical Technologist 1 0 0.0 2.8 0.0 21.4 0.0Health Practitioner 9 0 0.0 3.5 0.0 13.5 0.0Printing 4 1 25.0 6.8 3.3 11.2 8.3Total 462 44 9.5 6.1 6.6 16.6 16.5

FS-3 TO FS-2Financial Mgmt 16 10 62.5 2.9 3.1 6.1 8.3

Promotion Results SummaryBy Cynthia Nelson

T he results of the Selection Boards are published annually in StateMagazine. The statistics profile generalists and specialists who

competed for promotion and those promoted by class and cone/skillgroup, providing promotion rates, average time-in-class and average time-in-service information for each group.

These statistics provide employees with information they can use intheir career planning. Examining “trends” or averages over a five-yearperiod is generally more useful than focusing on only the most recent sta-tistics because promotion rates and average time-in-class and averagetime-in-service vary from year to year. Officers often find reviewing theaverage times-in-class of their current grade over the past few years ishelpful in planning when they can first reasonably expect to be promoted.

I recently examined the aggregate data for generalists and specialistsfor the last five years (1997–2001) and noted the following trends:

Number Competed

Number Promoted

% Competed Promoted

Average Time-in-Class of Competed

Promotees' Average Time-in-Class

Average Length of Service Competed

Promotees' Average Length of ServiceCompetition Groups

Human Resources 6 5 83.3 2.8 2.8 16.0 16.8General Services 31 5 16.1 5.3 4.0 13.3 9.4Information Management 89 24 27.0 4.4 4.0 16.4 13.8Info. Management Technical 48 3 6.3 5.8 7.4 13.6 14.5Diplomatic Courier 11 1 9.1 6.6 3.8 22.6 8.5Security Officer 172 35 20.3 5.4 6.9 12.9 14.1Security Engineer 2 1 50.0 4.8 2.8 9.7 8.5Construction Engineer 8 3 37.5 4.0 4.0 4.2 4.0Facilities Maintenance 11 5 45.5 4.8 3.8 7.1 6.2English Language Specialist 1 1 100.0 2.3 2.3 8.7 8.7Information Resource 5 2 40.0 2.6 2.4 4.6 4.6Medical Technologist 2 0 0.0 5.3 0.0 14.1 0.0Health Practitioner 1 1 100.0 2.1 2.1 2.1 2.1Office Mgmt Specialist 9 0 0.0 6.8 0.0 31.0 0.0Total 412 96 23.3 5.0 4.9 13.7 12.1

FS-4 TO FS-3Financial Mgmt 2 0 0.0 4.5 0.0 16.0 0.0Human Resources 12 7 58.3 2.4 1.9 8.2 9.7General Services 34 14 41.2 2.3 2.6 5.1 8.2Information Management 186 41 22.0 2.3 2.2 10.9 8.5Info. Management Technical 16 7 43.8 4.6 6.2 6.6 8.4Diplomatic Courier 16 4 25.0 7.4 7.1 13.2 10.4Security Officer 105 65 61.9 1.8 1.6 4.4 4.1Security Engineer 7 6 85.7 1.1 1.1 1.5 1.6Construction Engineer 7 4 57.1 1.6 1.8 1.7 1.9Facilities Maintenance 41 9 22.0 4.2 4.2 4.4 4.5English Language Specialist 3 3 100.0 2.1 2.1 2.1 2.1Information Resource 2 2 100.0 1.2 1.2 1.2 1.2Medical Technologist 1 1 100.0 1.2 1.2 6.1 6.1Office Mgmt Specialist 101 4 4.0 5.4 8.0 22.4 26.2Total 533 167 31.3 3.1 2.4 10.5 6.5

FS-5 TO FS-4Office Mgmt Specialist 149 24 16.1 4.0 6.9 15.8 19.5Total 149 24 16.1 4.0 6.9 15.8 19.5

FS-6 TO FS-5Office Mgmt Specialist 180 39 21.7 3.7 4.6 10.0 10.1Totals 180 39 21.7 3.7 4.6 10.0 10.1

February 2002 29

For generalists, the total number of promotions has increased from 517in 1997 to 656 in 2001, or by roughly 27 percent. This increase includesthe additional promotions stemming from the integration of USIA into theDepartment in October 1999, as well as additional promotion opportunitiesto FS02 and FS03 intended to reduce the mid-level deficit.

Overall rates for officers competing multifunctionally for promotion toOC, FS01 and FS02 have increased from slightly more than 13 percent in1997 to nearly 17 percent in 2001.

Among the 19 specialist skill groups, promotion numbers and rateshave varied during the five-year period, depending on deficits in each skillgroup and changes in administrative promotion levels.

Overall, promotion rates for specialists have fluctuated from slightly below20 percent in 1997, to 22 percent in 1998, to 24 percent in 1999 and 2000,to nearly 21 percent in 2001. Given the diversity of career paths among thespecialist skill groups and recent changes in some of the skill groups, exam-ining promotion rates by class does not reveal any significant patterns.

The author is a program analyst in the Bureau of Human Resources.

A P P O I N T M E N T S

Head of Mission, Organization for Security andCooperation in Europe, Bosnia and Herzegovina, withthe rank of ambassador. The President accorded the rankof ambassador to Robert M. Beecroft from Maryland, acareer member of the Senior Foreign Service, class ofMinister-Counselor, as head of mission, Organization forSecurity and Cooperation in Europe, Bosnia andHerzegovina. He was senior coordinator for Bosnianimplementation in the Bureau of European Affairs from2000 to 2001 and principal deputy assistant secretary forPolitical-Military Affairs from 1998 to 2000. He served aschargé d’affaires and special envoy for the BosnianFederation in the U.S. Embassy in Sarajevo. He wasdeputy chief of mission in the U.S. Embassy in Amman(1994 to 1996) and in Ouagadougou (1988 to 1991). Sincejoining the Foreign Service in 1971 he has also served inBrussels, Cairo, Bonn, Paris and Mons, Belgium. An offi-cer in the U.S. Army Reserves from 1967 to 1971, Mr.Beecroft served on active duty from 1967 to 1968. He andhis wife, Mette, a Department employee and a co-founder of the Family Liaison Office, have two children.

U.S. Ambassador to the Republic of Austria. LyonsBrown Jr. of Kentucky, a self-employed business execu-tive, is the new U.S. Ambassador to the Republic ofAustria. He joined Brown-Forman, a consumer productscompany based in Louisville, in 1960, served as Europeanmanager in Paris from 1962 to 1965, held various seniormanagement positions with the firm, rose to chairmanand chief executive officer from 1983 to 1993 and to boardchairman from 1993 to 1995. Appointed by PresidentsReagan, Bush and Clinton to the President’s AdvisoryCommittee for Trade Policy and Negotiations, Mr. Brownserved on the committee from 1988 to 1996. He served inthe U.S. Army on active and reserve duty from 1958 to1966. He and his wife Alice have three children.

U.S. Ambassador to the SocialistRepublic of Vietnam. Raymond F.Burghardt of Florida, a career mem-ber of the Senior Foreign Service,class of Minister-Counselor, is thenew U.S. Ambassador to theSocialist Republic of Vietnam. Hedirected the American Institute inTaiwan from 1999 to 2001 and wasconsul general in the U.S.

Consulate General in Shanghai from 1997 to 1999. Mr.Burghardt was deputy chief of mission in the U.S.Embassy in Manila and in Seoul. In a Foreign Service

30 State Magazine

career that began in 1969, he has also served in Beijing,Tegucigalpa, Hong Kong, Saigon and Gia Dinh, Vietnam.He was a Peace Corps volunteer in Colombia. He and hiswife Susan have two daughters.

Head of the U.S. Delegation to the Inter-AmericanCouncil for Integral Development. The President hasaccorded the rank of ambassador to Peter C. DeShazo ofFlorida, a career member of the Senior Foreign Service,class of Minister-Counselor, as head of the U.S. Delegationto the Inter-American Council for Integral Development.He is deputy U.S. Permanent Representative to theOrganization of American States. He directed the Office ofPublic Diplomacy and Public Affairs in the Bureau ofWestern Hemisphere Affairs from 1999 to 2001. Mr.DeShazo joined the U.S. Information Agency in 1977 andserved in LaPaz, Medellín, Santiago, Panama City, Caracasand Tel Aviv. He has two children.

Coordinator for Asia Pacific Economic Cooperation. ThePresident accorded the rank of ambassador to Charles L.Greenwood Jr. of Florida, a career member of the SeniorForeign Service, class of Minister-Counselor, during histenure as coordinator for Asia and Pacific EconomicCooperation. He has held the position since 2000. Beforethat, Mr. Greenwood was minister-counselor for economicaffairs at the U.S. Embassy in Tokyo from 1996 to 2000. Hehas also served in Singapore, Yokohama, Dakar and Manila.Mr. Greenwood and his wife Barbara have two sons.

U.S. Representative to the 56thSession of the U.N. GeneralAssembly. The President hasappointed William J. Hybl ofColorado, chairman and chief exec-utive officer of the El PomarFoundation, as a U.S. Representa-tive to the 56th session of the U.N.General Assembly. The foundationprovides grants for programs in

education, health care, the environment, amateur sports,human services and the arts. Mr. Hybl is also vice chair-man of the board of directors of the Broadmoor Hotel Inc.He is a member of the International Olympic Committeeand the board of directors of the U.S. Olympic Committeeand the U.S. Olympic Foundation. He served in theColorado House of Representatives from 1972 to 1973and was appointed by the President to the U.S. AdvisoryCommission on Public Diplomacy from 1992 to 1997. Mr.Hybl served as an officer in the U.S. Army from 1967 to1969. He and his wife Kathleen have two sons.

U.S. Ambassador to the Kingdomof Thailand. Darryl N. Johnson ofWashington state, a career memberof the Senior Foreign Service, class ofMinister-Counselor, is the new U.S.Ambassador to the Kingdom ofThailand. He was deputy assistantsecretary in the Bureau of East Asianand Pacific Affairs from 2000 to 2001and political adviser to the chief of

Naval Operations from 1999 to 2000. Mr. Johnson directedthe American Institute in Taiwan from 1996 to 1999 andserved as deputy coordinator for assistance to the countriesof the former Soviet Union from 1994 to 1996. He was U.S.Ambassador to Lithuania from 1991 to 1994 and deputychief of mission at the U.S. Embassy in Warsaw from 1988 to1991. Since joining the Foreign Service in 1965, Mr. Johnsonhas also served in Bombay, Hong Kong, Moscow andBeijing. He was a Peace Corps volunteer in Thailand from1962 to 1965. He has three children and is married toKathleen Desa Forance Johnson.

Alternate U.S. Representative tothe 56th session of the U.N.General Assembly. The Presidenthas appointed Ernest L. Johnson ofLouisiana, an attorney and adjunctprofessor of law, as an alternateU.S. Representative to the 56th ses-sion of the U.N. General Assembly.Since 1984, Mr. Johnson has beenan adjunct professor of law at the

Southern University Law Center, Baton Rouge, La. Anordained minister, he has practiced law since 1976. From1990 to 1993 he was president and chief executive officerof Life Savings Bank in Baton Rouge. He was legal coun-sel for the Louisiana secretary of state from 1980 to 1981.Mr. Johnson and his wife Pamela have two sons.

PERSONNE

Abeyta, Victor A.Aubin, Estelle R.Baquet, Charles R. IIIBaron, Jeffrey J.Becker, Jane E.Bettis, David R.Buchholz, Frank D.Burchyns, Stephen P.Byron, Frederick A.Cecil, Charles O.Christy, John S. Jr.

Cyr, Ann I.Davenport, Francis M. IIIFleming, Walter L.Folta, Anne A.Foreman, Ronald D.Fuchs, Wolfgang G.Gase, Roberta E.Gerber, Max W.Green, D’Ellis Jr.Griffith, William H.Gunning, Kathryn M.

Hebron, Theresa AnnKettering, William N.Kwiatkowski, Richard C.Magnone, Gerald H.Magnone, Patricia A.Maris, Glenda G.McGaffey, Elizabeth B.McMillian, Harold D.McPherson, William R.Melrose, Joseph H. Jr.O’Neil, Kevin P.

Foreign Service Retirements

Alternate U.S. Representative tothe 56th session of the U.N.General Assembly. The Presidenthas appointed Nancy Cain Marcusof Texas, an activist in civic affairs,as an alternate U.S. Representativeto the 56th session of the U.N.General Assembly. A proponent ofthe study of the humanities in high-er education, Mrs. Marcus served

on the Texas Special Commission on 21st Century Collegesand Universities. She is a trustee of the Dallas Institute ofHumanities and Culture and of the Executive Committeeof the University of Dallas. She is a member of the board ofvisitors of both Columbia College at Columbia Universityand Trinity College at Duke University. She also serves asa director of the Dallas Center of the Performing ArtsFoundation. She and her husband Jeffrey co-chaired theRepublican Presidential Gala in Washington, D.C., in May2001. They have two children.

Special Envoy for Negotiations with the DemocraticPeople’s Republic of Korea and U.S. Representative tothe Korean Peninsula Energy DevelopmentOrganization. The President has accorded the rank ofambassador to Charles L. (Jack) Pritchard of Virginia,during his tenure as special envoy for negotiations withthe Democratic People’s Republic of Korea and U.S.Representative to the Korean Peninsula EnergyDevelopment Organization. He has held the position ofspecial envoy since April 2001. Previously, he was specialassistant to the President for National Security Affairsand senior director for Asian Affairs at the NationalSecurity Council. He directed Asian Affairs at the NSCfrom 1996 to 2000. He was an officer in the U.S. Armyfrom 1972 until his retirement in 2000, serving severaltours of duty in Japan. Mr. Pritchard and his wife Jeanhave two sons.

February 2002 31

Civil Service Retirements

L ACTIONS

Patchell, Anne W.Pichocki, Henry E.Schmitt, Leonard G.Smith, Susan P.Surprise, Robert J.Sweek, Sonja G.Traweek, James L.Van Haften, Susan M.Walsh, James J.Warren, WilliamWood, R. SusanYates, John M.

Citron, Robert W.Ford, Audrey A.Gregg, Fumiko N.

McCullen, Larry W. Sr.Pawlak, Ruth E.Yates, Margaret Ann

O B I T U A R I E S

Robert Royce Blackburn Jr., 68, a retired Foreign Serviceofficer, died suddenly Nov. 15 in Albuquerque, N.M. Mr.Blackburn joined the Foreign Service in 1958 and servedin Medan, Jakarta and Kuala Lumpur, Beijing, PhnomPenh and Rome. A native of California and a Navy veter-an, he retired in 1987 and pursued his love of gardening,earning a degree in ornamental horticulture.

George Paterson Havens, 78, a retired Foreign Service offi-cer, died Sept. 21 of cancer at his home in Dameron, Md.Mr. Havens joined the U.S. Information Agency in 1957and served in the Philippines, Vietnam, Laos, Liberia,Tanzania and Pakistan. Following his evacuation fromPeshawar, he returned to Washington, D.C., and servedas spokesman for the families of the hostages taken inTehran in 1979. He retired in 1982.

Gregory Paul Hulka, 44, consul gener-al in Kiev, and his daughter, AbigailPi’ikea Hulka, 10, were killed in a caraccident on Nov. 9 in Ukraine. Mr.Hulka joined the Foreign Service in1985 and served in Guatemala City,Shanghai, St.Petersburg,Guangzhou,Tegucigalpa,

Moscow and Kiev. His daughterAbby, who was born in Fairfax, Va.,had learned to use chopsticks before she could use a spoon, havinglived in China, Honduras, Russia and Ukraine.

32 State Magazine

A courtyard at the U.S.Embassy in Jakarta hasbeen dedicated to thememory of CarolynChristian, a ForeignService officer who servedseveral tours in Jakartaand who died tragically inDecember 1999. At theceremony, her husband,Gary Christian, left, andAmbassador Robert S.Gelbard cut the ribbondedicating the courtyard.

Embassy Memorials H

Ronald B. (Ron) Johnston, 57, aretired Foreign Service specialist,died Sept. 11 at his home inSpringfield, Va., of a severe bacteri-al infection. Mr. Johnston spent 34years with the State Department,serving in Accra, Bonn, Nairobiand Washington, D.C. Before retir-ing in August 2000, he was abranch chief in the Diplomatic-

Telecommunications Service Program Office.

Pamela R. Marx, 56, a retired Foreign Service informationmanagement officer, died of cancer Oct. 21 in London.Ms. Marx joined the State Department in 1993 and wasposted to Cairo, Rome, Havana and London.

Audrey A. Schenck, 69, a retiredForeign Service secretary, died Sept.22 of leukemia in Geneva,Switzerland, where she had livedsince her retirement in 1997. Dur-ing her career, she served inWashington, D.C., Belgium, Poland,Germany, Egypt, France, Greece,the Netherlands, Brazil, Venezuela,Jordan and Switzerland.

The auditorium at the U.S.Embassy in Buenos Aires hasbeen dedicated to the memory ofthe late Robert L. Gingles, aForeign Service officer andexpert in the area of administra-tion. Mr. Gingles joined theForeign Service in 1966 andserved in Washington, D.C.,Yaounde, Sofia, Islamabad, Paris,Buenos Aires, Rome, Tehran andMexico City. Officiating at theceremony were longtime friends

Patrick F. Kennedy, far right, then assistant secretary of State forAdministration, and James D. Walsh, center, U.S. Ambassador toArgentina. Also attending the dedication, April 25, 2001, were Mr.Gingles’ widow, Maria Luisa Gingles, his son Lucas and the ambas-sador’s wife, Marian.

onor Colleagues

Photo by Rodriguez Pena/Foto Video Italo