A COMPARATIVE STUDY of SIX STATES Professor Maurice Waters Department of Political Science Wayne State Univ

Total Page:16

File Type:pdf, Size:1020Kb

A COMPARATIVE STUDY of SIX STATES Professor Maurice Waters Department of Political Science Wayne State Univ THE FOREIGN SERVICE: A COMPARATIVE STUDY OF SIX STATES Professor Maurice Waters Department of Political Science Wayne State University Detroit, Michigan USA Prepared for delivery at the Caribbean Studies Association, St. Thomas, Virgin Islands, May 27-30, 1981. Copyright 01981, Maurice Waters. The history 04 diplonacy is probably as ancient as the history or politics and yet lte ~tudyha13 hardly explored the role of ito performero, men lees aomnoa arc studies of the Foreign Service oreanieatione that govarnzente have organized to carry out these perfomencet3r This study represents an initial effort to compare the Forsign Services of a number of states and, hopefully, to stimalete more intereat in analyzlcg the role of Foreigc Service organizatione. sacb a study must, perforce, start cautiously, beginning vith the obvious and hopefully evolving into a cozpnriscn which 11-111 illuminate the major values and concerns that undergird tne foreigc policies of those states examined, This paper represents tne initial step, but also an effort to chart a patb for even aorc fruitful studies, Unlike past publications which provided guidelinss for practice (Satow, Callieres, ~icholson)or biographies of pronine~t actoro (9raig acd Gilburt) or diploaatic perfoxzaoces (Kertcsz) ar relationehips to public policy (Becrd, Schelling), this paper pre- sents purely a coniparative study of instlt~tlon~.But as a atudy of institutions it rejects the notion that diplomat;? is merely an appendage of forelgn golicy, achowledging that while It takes itn marching orders frcin the policy zakers it also contribute8 signifi- cantly to the drum beat of those orders, When it is cot permitted to do so, the orders suffer accordingly, Initially the study wsa designed to examine the Foreign Services of a number of states so as to make possible a comparison of the -major powers, of ~romineatstates fron each continent, of states with oid and brief hiet~rfesa8 sovereigo statea, and of wzaitby and poorer thlrd world powers, fourteen countries were chosen; YI for various raasone have been drogped fron this phase of the study; one was added, leaving the total number of countriee reported to be -1%- The topic was divided Into four areas; recruitment, training progrzs, structure and personnel concerns,and objectives wore set for the overall reasearch: (1) to try to identify the slmilaritieo in epproacbing these fosr azeas, (2) to try to dircern the areas of dlfferencea and to explain both 1 and 2 in terns of the countries' need8 and problems, (3) to try to ascertain whether any one country's approach has becone a model for others, (4) to try to dete,mine whether any significant new trends are developing, and (5) to try to locate the lacunae In the howledge of Foreign Service crganizstlons studies and, without intruding into the areas of natio~aleocurity iseueo,to prepare an agenda for the further developmest of the fisld of study- A brief word cn methodology. Such a atudy fron the outset yr:;- vidod a set of obstacles, First, there is hardly anything approxi- aatlng a respectable bib1io;raphy that oae could rely upon, and second, the few works that did exist were not only very dated but often the natlonal language of the country of the Foreign Service organization being studied. Even if the works had been recent, the probl.en of translating would have been formidzble. Hence, the decision uas n~deto rely on interviews of Foreign Service peraonnal in cabaslies and cocaulatea in the Uaited Staiss hnd three c0unr;it.s abroad. Forei~noffice8 were also written to, but in Bomo in&ta*-:i? thle did 230% plove to be too helpful due to lack of replle3. Tbo nature of the inforloation sought appeared to t,.eae ~rrlf-:r; to permit the Interview approach. Generally more than orle int.ezvlaust: ?er country use involved, which helped to enhance the raliabllity of tbo reeults. Also, on a nunber of occasions both authorv ol rhle paper sat together and thus were able to compare results. Finully, again to reduce the poesible scope of error, taping of thc in2axv:cws xae carried out where permitted. 4s the bibliography reveala, Borne official sourcea and publl6hed writings were a160 used where appro- priate. Beard, Charles A., The Idea of National Interest,(New York: Nac- millan) 1934. I Callieres, Francois de. On The Manner of Neqotiatinq with Princes, (Boston: Houghton-Mifflin) 1919. Craig, Gordon A. and Gilbert. Felix, eds.. The Diplomats, 1919-1939, (New York: Atheneum) 1963. Kertesz, Stephen D.. The Quest for Peace Throuqh Diplomacy, (Englcwood Cliffs, N.J.: Prentice-Hall) 1967. Nicholson, Harold G., Diplomacy,(New York: Galaxy ~ooks)1964. ___________-____-__The Evolution of the Diplomatic Method,(London: Constable) 1954. Satow, Sir Ernest. The Guide to Diplomatic Practice, (London: Lonqmans Greer and Co.) 1957. Schelling. Thomas G., The Strateqv of Conflict, New York: Galaxy Books) 1963. P Brief Historical B:~ck~round--3rzzll ,Brazil, an independent state for over a century and a half, has h numerous changes in its forn of government. Despite this and, perhaps, because of its size as the largest Latin American country, and its agr cultural and, more recently, induotrial growth it has played a major role in South American politics and to some extent in world affalro as well. Th~eit bas concentrated on building a well trained Toreign Ser- vice which ha3 been widely recognized for its structure and approach R,eo~%i.men t 1-0 modes of entry are available to persons wishing to join the Brazilian Foreign Service. They are known as the airect entry ("dlrect method") and tbe indirect entry ("indirect method"). The former method requires an entrance exminetion and afterwards a five-nonth testing period in both written and oral form covering a multitude of subjects. This is followed by a nuzber of interviews spread over 3everal days, such oonvereations takirg place between the candidate and a Service official without involvement of any special board of examiners. This is cosaltded with a senicar lasting for about two ccutks, is wLickl principles and internal aspects of the Brazilizn systea of gove~men? are discussed. In this category of entry Engllsh, French and fortugaese are obligatory languages, Candidates chosen by the direct entry mode must hold a university degree; indlrect entry candidates must be in their second year of study at an eccredited uaiverslty. Coz?arativel~s~eaking, roore people join tke Foreicn Service -.--id the indirect mcttod. Cacdidatee of this cate~ory23roll In tZt Lip1~- EE~~CAcademy (Rlo Srnnco ~nstitute).The Acadeny is a departnent cf the foreign YAnistry run exclusively for the preparation 0:' diplozots. Cazdldstes attend the Academy for a two year 3overccent-bzsed study progrm. ~e/ehewill be tested in several languages acd In other subjects. fiere Baglish is a required language, whereas Freach is not ard other languages may be chosen in fulfillment of the second laaguage require- ment. 6xrninations achisistered to Indirect method eotrsnts are less coz?rehenaive and less dexzling than in the other category. While attendlag tke Academy one is not -a member of the Foreign Service, but receives a governmeot gr81.t during that time to help wit1 expenEes. One becomes a nembez oi tke Service upon graduation. It is a legal point, howover, that after graduation the two years opent at the Imtitute are counted uben figurlng time for promotion. There are 20-25 graduates per year, The written exazinations for the Brazilian Foreign Service require of the applicant n nix of both broad and generalized knowledge as well as a portion of fairly specialized infomation. There exist conmcr axan- inations for all Civil Service personnel, but the Foreign Service exam- ination Is basically different in that it places paat em~kasisupon laqjua~eskills. The Srazilisn Foreign Service avails Itself chiefly of examlrers outsi3e the Service; these are oostly university concected experts. There Is no minimum or maximum a@% for entering the Foreign Service. however, tba ciciau.~ai;c for tu~lngtoe Foreic:, Strvica e.>-:i~,::tit: r, lu 19 aad the m~xlnuaage for taking the exami~atlonis 30. Tor cacdidutf:~ jolnin~the Service via the direct method the mininun-~axlhu~aGe sprerd can bo from 21 to 33 years, Brazil. @TheService is open to all and sex discrimination does not exist, A11 potential recrulto must paos the same strict written examination, Bpproxlmutely 3014% of the students at the Rio Branco Institute aro women, although this increase in the number of wonen Is rather recent (during the last five years). Thero la no evidence that political party affiliation has any bearing either on admission to or promotion in tne career Foreign Service, me Brazilian go-r~rmantpublicizsa Foreign Service open in^:; both in the nojor pTesu ordnus and on rraio. Slate the Eovsrsxc, . sponsora a dai+y one hour news pr0gra.A of its own, radio coverage Is available on a wide basis for parpo3es of recrultmcrt fur ti?: Service. The probatiorary period can last from six months (for direct method entrants) to one year (for indirect method candidates). Trainln Pro~rams Boflowing probation the candidate is ready for assignment to a diplomatic post. In actual practice, however, the usual sequence of tl?ir?gs will be: first, a 2-3 year assignment at the Forsign Kinistry in Brasilia itself, followed by an overseas esSig~~e:it. Young diplomats entering the Sorvice will start at tke grade of 3rd Secretary, A goou deal of emphasie is placed upon the study of geography in Foreign Service training programs, a8 well as in both writtes and oral exanicstiono. Career Foreign Service personnel are neither expected nor required to became specialized in tkeir overseas work. Day to day assignments clearly vary a groat daal and particularly in smaller embassies officers are expected to perform a broad variety of jobs.
Recommended publications
  • American Diplomacy Project: a US Diplomatic Service for the 21St
    AMERICAN DIPLOMACY PROJECT A U.S. Diplomatic Service for the 21st Century Ambassador Nicholas Burns Ambassador Marc Grossman Ambassador Marcie Ries REPORT NOVEMBER 2020 American Diplomacy Project: A U.S. Diplomatic Service for the 21st Century Belfer Center for Science and International Affairs Harvard Kennedy School 79 JFK Street Cambridge, MA 02138 www.belfercenter.org Statements and views expressed in this report are solely those of the authors and do not imply endorsement by Harvard University, Harvard Kennedy School, or the Belfer Center for Science and International Affairs. Design and layout by Auge+Gray+Drake Collective Works Copyright 2020, President and Fellows of Harvard College Printed in the United States of America FULL PROJECT NAME American Diplomacy Project A U.S. Diplomatic Service for the 21st Century Ambassador Nicholas Burns Ambassador Marc Grossman Ambassador Marcie Ries REPORT NOVEMBER 2020 Belfer Center for Science and International Affairs | Harvard Kennedy School i ii American Diplomacy Project: A U.S. Diplomatic Service for the 21st Century Table of Contents Executive Summary ........................................................................3 10 Actions to Reimagine American Diplomacy and Reinvent the Foreign Service ........................................................5 Action 1 Redefine the Mission and Mandate of the U.S. Foreign Service ...................................................10 Action 2 Revise the Foreign Service Act ................................. 16 Action 3 Change the Culture ..................................................
    [Show full text]
  • American Diplomacy at Risk
    American Diplomacy at Risk APRIL 2015 American Academy of Diplomacy April 2015 | 1 American Academy of Diplomacy American Diplomacy at Risk APRIL 2015 © Copyright 2015 American Academy of Diplomacy 1200 18th Street NW, Suite 902 Washington DC 20036 202.331.3721 www.academyofdiplomacy.org Contents Participants . 6 Donors . 7 I . Introduction: American Diplomacy at Risk . 9 II . The Politicization of American Diplomacy . 14 A. General Discussion . 14 B. The Cost of Non-Career Political Appointees . .15 C. Recommendations . 17 III . The Nullification of the Foreign Service Act of 1980 . .22 . A. General Discussion . 22 B. Recommendations . 24 IV . Valuing the Professional Career Foreign Service . .30 A. Basic Skills of Diplomacy . 30 B. Diplomatic Readiness Compromised . 31 C. Background . 34 D. Entry-Level Recommendations . 39 E. Mid-Level Recommendations . 42 V . Defining and Improving Opportunities for Professional Civil Service Employees 44 A. Discussion . 44 B. Recommendations . 45 VI . State’s Workforce Development, Organization and Management . .47 A. Discussion . 47 B. Recommendations . 47 Appendix A . 51 Washington Post op-ed by Susan R. Johnson, Ronald E. Neumann and Thomas R. Pickering of April 11, 2013 Appendix B . 53 State Press Guidance of April 12, 2013 Appendix C . 55 List of Special Advisors, Envoys and Representatives Appendix D . 57 Project Paper: Study of Entry-Level Officers, The Foreign Service Professionalism Project for the American Academy of Diplomacy, by Jack Zetkulic, July 9, 2014 American Diplomacy at Risk Participants Project Team Ambassador Thomas D. Boyatt, Susan Johnson, Ambassador Lange Schermerhorn, Ambassador Clyde Taylor Co-Chairs Ambassador Marc Grossman and Ambassador Thomas R. Pickering Chair of Red Team Ambassador Edward Rowell American Academy of Diplomacy Support Team President: Ambassador Ronald E.
    [Show full text]
  • 1 the Association for Diplomatic Studies and Training Foreign Affairs
    The Association for Diplomatic Studies and Training Foreign Affairs Oral History Project DAVID E. REUTHER Interviewed by: Raymond C. Ewing Initial interview date: August 29, 1996 Copyrig t 2002 ADST TABLE OF CONTENTS Background aised in Seattle, Washington Occidental College$ George Washington University (GWU) (China studies) Sino,Soviet Institute (GWU) .ntered Foreign Service , 1901 2ational Security Agency (2SA) 1930,1901 U.S. Pueblo State Department , Foreign Service Institute (FSI) , Thai 6anguage Training 1901,1901 Peace Corps 7ietnam , CO DS A,111 Udorn, Thailand , 7ice Consul 1901,1908 Insurgency Development and security U.S. Air Force facilities monitoring U.S. military,Thai relations Contacts Ambassador 6eonard Unger Political reporting AID programs International 7isitor Program Peace Corps U.S. missionaries elations with embassy Thai government .conomy Students in U.S. Interagency liaison 1 Bangkok, Thailand , Political Officer 1908,1903 Demonstrations (student) Coup d;état U.S. Air Force eporting FBIS 7ietnam U.S.,Thai relations Sanya Ambassador William Kintner Ambassadorial transition Ambassador Charles Whitehouse USS Mayaguez incident Insurgency , 1903 Songkhla, Thailand , Temporary Duty (TDY) 190A efugees Consular district Contacts with officials Congressional attitude State Department , FSI , .conomic Studies 1903 State Department , Bureau of Near .ast and Asian Affairs (2.A) 1903,1908 Baghdad Interest Section .mbassy contacts IraC policy objectives U.S. policy IraCi intransigencies State Department , Staff Secretariat (SDS) 1908,1909 SDS organization Secretary of State Cyrus 7ance Middle .ast trips Preparations for Secretary of State trips President Carter trips Iran,IraC War Teheran embassy seized IraCi foreign policy Kurds Carter and human rights Patt Derian IraCi dialogue State Department , China Affairs , .conomic Officer 1909,1981 2ormalizing relations with China 2 Chas Freeman Chinese language training U.S.
    [Show full text]
  • Understanding the State Department
    605 September 25, 1987 UNDERSTANDING THE STATE DEPARTMENT . .. .... .. INTRODUCTION Two years from this month, the De artment of State will celebrate its bicentennial anniversary. Back in those irst days of U.S. independence the Department was staffed with a half-dozenP employees on a budget of less than $60,000. Today, the State Department employs over 25,000 people around the world on an annual operating budget of over $4 billion. The State Department has been a source of frustration and dissatisfaction for every President since at least Franklin D. Roosevelt. Often called the "fudge factory," it was described by John F. Kennedy as "a bowl full of jello." While Ronald Reagan's private views of the State Department are unknown, he is entitled to use language even more pointed than Kennedy's. For it is an intriguing anomaly that the power and influence of the career Foreign Service, which largely runs the Department, have reached an apex in Reagan's administration even though he campaigned for office promising to bring the federal bureaucracy under control. Bureaucratic Imperatives; Many of the career Foreign Service Officers--called FSOs--who conduct the Department's day-to-day operations and to a significant extent direct foreign policy, are governed by bureaucratic imperatives. While: . intelligent and hard-working, they weigh career and institutional interests heavily in formulating and carrying out policies. They often seem more concerned to please foreign governments than their own, often seek agreements for agreements' sake, and place a high priority on continuity in foreign policy. Their power is enormous because most noncareer officials at State defer to the judgments of the career staff, who often seem impervious to the wishes.of a President and the people who elected him.
    [Show full text]
  • The Foreign Service Journal, July-August 2021
    PUBLISHED BY THE AMERICAN FOREIGN SERVICE ASSOCIATION JULY-AUGUST 2021 DIVERSITY & INCLUSION: PERSPECTIVES TIME FOR STATE U FOREIGN SERVICE July-August 2021 Volume 98, No. 6 Focus: Perspectives on Diversity & Inclusion 23 31 37 Diversity and Inclusion Asian Americans Three Myths in the U.S. Foreign Can No Longer Be Silent, That Sustain Structural Service: A Primer and Neither Should You Racism at State Here is a historical look at gender, Generations of citizenship and Countering bias and recognizing ethnic and racial diversity in the sacrifices for and contributions overt racism are important, but it’s Foreign Service and the long and to America notwithstanding, Asian time to go beyond this work uneven battle for progress. Americans face the need to prove and take a hard look at institutional By Harry W. Kopp their loyalty over and over. racism in the department. By Kim Bissonnette By Michael Honigstein 28 Achieving Parity 34 40 for Women in the The Power of Rooting Out Foreign Service Vulnerability Microaggressions A better understanding of the A Black former consular fellow, What does exclusion look like? barriers to women’s advancement— whose report of her ordeal at An FSO explores the concept of and good data—is needed to the hands of U.S. officials at the microaggressions—and suggests continue moving forward. border with Mexico shook up how shining a light on them can the State Department, shares By Kathryn Drenning help foster a culture of inclusion. her thoughts today. By Charles Morrill By Tianna Spears 44 How the Transition Center Expands Inclusion Described as a “hidden gem” Feature by this FSO, FSI’s Transition Center has a range of tools and services that are vital in helping build a more agile, 47 inclusive Department of State.
    [Show full text]
  • Micro Mission Macro Service
    U.S.DEPARTMENT OF STATE APRIL 2009 Micronesia: Micro Mission Macro Service APRIL09 STATE MAGAZINE | ISSUE 5 3 3 12 24 38 State’s Post of the By the Cleaner Slate Month Numbers The Department promotes Micronesia: Diverse 2008 Foreign Service responsible environmental cultures populate this promotion statistics. stewardship. small island country. SPECIAL SECTION 42 A Dog’s Life 22 Educational Exercises FEATURES COLUMNS 10 32 2 From the D.G. Double Teaming Office Of The Month 3 In the News Though little used, job-sharing Policy, Planning and Resources shows potential. assesses public diplomacy’s impact. 9 Diversity Notes 43 State of the Arts 22 36 44 Safety Scene The Next Level Breaking Barriers 46 Obituaries Embassy participates in major Volunteers in Tokyo practice 47 Retirements crisis simulation. person-to-person diplomacy. 48 The Last Word ON THE COVER 30 42 This tiny island sits in Micronesia’s Catalog Shopping Dog Tale Chuuk Lagoon, a base for the Overseas Buildings Operations Local guards in Tashkent, Uzbekistan, Japanese fleet in World War II. helps furnish overseas offices. save newborn puppies. Photograph by Getty Images D.G. HARRY K. THOMAS Office of Resource Management And Organizational Analysis How are promotion numbers for the Department’s need for additional positions. Foreign Service determined? How do we Here, the work of Resource Management know how many new positions to request and Organizational Analysis and the Bureau from Congress? By what means do we man- of Resource Management’s Office of Budget age the more than 20,000 Foreign and Civil Planning is vital.
    [Show full text]
  • Revitalizing the State Department and American Diplomacy
    Council Special Report No. 89 November 2020 Revitalizing the State Department and American Diplomacy Uzra S. Zeya and Jon Finer Council Special Report No. 89 November 2020 Revitalizing the State Department and American Diplomacy Uzra S. Zeya and Jon Finer The Council on Foreign Relations (CFR) is an independent, nonpartisan membership organization, think tank, and publisher dedicated to being a resource for its members, government officials, business executives, journalists, educators and students, civic and religious leaders, and other interested citizens in order to help them better understand the world and the foreign policy choices facing the United States and other countries. Founded in 1921, CFR carries out its mission by maintaining a diverse membership, with special programs to promote interest and develop expertise in the next generation of foreign policy leaders; convening meetings at its headquarters in New York and in Washington, DC, and other cities where senior government officials, members of Congress, global leaders, and prominent thinkers come together with Council members to discuss and debate major international issues; supporting a Studies Program that fosters independent research, enabling CFR scholars to produce articles, reports, and books and hold roundtables that analyze foreign policy issues and make concrete policy recommendations; publishing Foreign Affairs, the preeminent journal on international affairs and U.S. foreign policy; sponsoring Independent Task Forces that produce reports with both findings and policy prescriptions on the most important foreign policy topics; and providing up-to-date information and analysis about world events and American foreign policy on its website, CFR.org. The Council on Foreign Relations takes no institutional positions on policy issues and has no affiliation with the U.S.
    [Show full text]
  • Interview with Walter A. Lundy
    Library of Congress Interview with Walter A. Lundy The Association for Diplomatic Studies and Training Foreign Affairs Oral History Project WALTER A. LUNDY Interviewed by: Raymond Ewing Initial interview date: September 23, 2005 Copyright 2005 ADST Q: OK, this is a Foreign Affairs Oral History interview with Walter A. Lundy. It is the 23rd of September 2005. This conversation is being conducted at the National Foreign Affairs Training Center and is being done under the auspices of the Association for Diplomatic Studies and Training. My name is Raymond Ewing. Walt, it's good to have this opportunity to talk with you. I see you entered the Foreign Service in 1960. Why don't you tell me a little bit about where you grew up, where you went to school and how you came to be interested in the Foreign Service. LUNDY: I grew up basically in Georgia; however, my father went into the Army during World War II, and we spent three years in California, from 1943 until 1946. That probably inspired my love of travel. We returned to Georgia when I entered high school, which in small town Georgia in those days meant the eighth grade. There were seven grades of primary and four years of high school. I entered the University of Georgia in 1950, and graduated with an A.B. in 1954. I went directly into the Air Force with a Reserve Officers' Training Corps (ROTC) commission and stayed there from 1954-1958. I was very lucky indeed in that I entered the Air Force early enough to receive full veterans benefits under the Korean War GI Bill Interview with Walter A.
    [Show full text]
  • ADS Chapter 422
    03/13/2018 Partial Revision ADS Chapter 422 Personnel Operations: Senior Foreign Service Partial Revision Date: 03/13/2018 Responsible Office: HCTM/FSC File Name: 422_031318 03/13/2018 Partial Revision Functional Series 400 – Personnel ADS 422 – Personnel Operations: Senior Foreign Service Table of Contents 422.1 OVERVIEW .......................................................................... 3 422.2 PRIMARY RESPONSIBILITIES ........................................... 3 422.3 POLICY DIRECTIVES AND REQUIRED PROCEDURES .... 4 422.3.1 Promotion And Appointment in the Senior Foreign Service ........... 4 422.3.1.1 Promotion Into the Senior Foreign Service ............................................ 4 422.3.1.2 Promotion Within the Senior Foreign Service ........................................ 5 422.3.1.3 Career Candidate Appointments Into The Senior Foreign Service ........ 6 422.3.1.4 Non-career Appointments into the Senior Foreign Service .................. 12 422.3.2 Evaluation and Tenuring of SFS Career Candidates ...................... 12 422.3.3 Compensation Levels for the Senior Foreign Service .................... 13 422.3.3.1 Salary Level Adjustments .................................................................... 14 422.3.3.2 Performance Pay ................................................................................. 17 422.3.4 Selection Board Precepts - SFS Salary Level Adjustments and Performance Pay ............................................................................... 21 422.3.5 Assignment of Senior Foreign
    [Show full text]
  • Foreign Service Model (FSM)
    U. S. Department of State Bureau of Human Resources Five-Year Workforce and Leadership Succession Plan Fiscal Years 2018 – 2022 Office of Resource Management and Organization Analysis (HR/RMA) February 2019 TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................................... 1 MISSION AND INTRODUCTION ............................................................................................................. 1 HIGHLIGHTS OF WORKFORCE PROGRESS AND CHALLENGES ....................................................................... 2 SUMMARY OF HUMAN CAPITAL STRATEGY RESULTS ................................................................................ 6 INTRODUCTION: HUMAN CAPITAL PLANNING PROCESS ....................................................... 11 SECTION I. ESTABLISH STRATEGIC ALIGNMENT ..................................................................... 14 SET STRATEGIC GOALS ..................................................................................................................... 14 COMMIT TO HUMAN CAPITAL GOALS AND OUTCOMES .......................................................................... 15 MANAGE THE HUMAN CAPITAL (HC) ACCOUNTABILITY SYSTEM .............................................................. 16 SECTION II. IDENTIFY GAPS BY ANALYSIS OF REQUIREMENTS AND TALENT POOL ................. 18 EMPLOY PROCESS FOR FINDING GAPS ................................................................................................. 18 Overseas
    [Show full text]
  • ADS Chapter 415: Civil Service-To-Foreign Service
    ADS Chapter 415 Civil Service-to-Foreign Service Appointment Program Full Revision Date: 08/11/2020 Responsible Office: HCTM/FSC File Name: 415_081120 08/11/2020 Full Revision Functional Series 400 – Human Resources ADS 415 - Civil Service-to-Foreign Service Appointment Program POC for ADS 415: William Seabreeze, (202) 712-1234, [email protected] This chapter has been revised in its entirety. Table of Contents 415.1 OVERVIEW ............................................................................................... 4 415.2 PRIMARY RESPONSIBILITIES ................................................................ 4 415.3 POLICY DIRECTIVES AND REQUIRED PROCEDURES ........................ 8 415.3.1 Policy and Procedures for Non-Career FS Limited Appointments ...... 8 415.3.1.1 General Provisions .................................................................................... 8 415.3.1.2 Eligibility and Qualifications ....................................................................... 8 415.3.1.3 Announcement of Positions ....................................................................... 9 415.3.1.4 Application Procedures.............................................................................. 9 415.3.1.5 Mission Selecting Official Review and FSC Director Decisions ................. 9 415.3.1.6 Non-Career Foreign Service Limited Appointments ................................... 9 415.3.1.7 Salary and Within Grade Increases ......................................................... 10 415.3.1.8 Language Requirements.........................................................................
    [Show full text]
  • Forging a 21St-Century Diplomatic Service for the United States Through Professional Education and Training
    Forging a 21st-Century Diplomatic Service for the United States through Professional Education and Training Forward by former NSC Head LTG Brent Scowcroft Full Report February 2011 Forging a 21st-Century Diplomatic Service for the the United States through Professional Education and Training February 2011 Copyright © 2011 The Henry L. Stimson Center, American Foreign Service Association, and American Academy of Diplomacy ISBN: 978-0-9845211-5-9 Cover and book design by Shawn Woodley Stimson Center 1111 19th Street, NW, 12th Floor Washington, DC 20036 Telephone: 202.223.5956 Fax: 202.238.9604 www.stimson.org Contents Executive Summary................................................................................................................... 9 Chapter 1 Background: Changing American Diplomacy in the New International Environment ...... 16 Chapter 2 Professional Education and Training at State: Today’s Realities ..................................... 29 Chapter 3 Future Requirements for Diplomatic Professional Development, Education, and Training .... 39 Appendices Appendix A US Foreign Service Primer .............................................................................................. 55 Appendix B Professional Development in the US Military .................................................................. 60 Appendix C Professional Education and Training at USAID: An Emphasis on Learning .................... 62 Appendix D Professional Development in Other Diplomatic Services ...............................................
    [Show full text]