Report of Inspection: the Bureau of Public Affairs

SENSITIVE BUT UNCLASSIFIED United States Department of State and the Broadcasting Board of Governors Offi ce of Inspector General Report of Inspection The Bureau of Public Affairs Report Number ISP-I-10-39, February 2010 IMPORTANT NOTICE This report is intended solely for the offi cial use of the Department of State or the Broadcasting Board of Governors, or any agency or organization receiving a copy directly from the Offi ce of Inspector General. No secondary distribution may be made, in whole or in part, outside the Department of State or the Broadcasting Board of Governors, by them or by other agencies or organizations, without prior authorization by the Inspector General. Public availability of the document will be determined by the Inspector General under the U.S. Code, 5 U.S.C. 552. Improper disclosure of this report may result in criminal, civil, or administrative penalties. SENSITIVE BUT UNCLASSIFIED PURPOSE, SCOPE AND METHODOLOGY OF THE INSPECTION This inspection was conducted in accordance with the Quality Standards for Inspections, as issued by the President’s Council on Integrity and Effi ciency, and the Inspector’s Handbook, as issued by the Offi ce of Inspector General for the U.S. De- partment of State (Department) and the Broadcasting Board of Governors (BBG). PURPOSE The Offi ce of Inspections provides the Secretary of State, the Chairman of the BBG, and Congress with systematic and independent evaluations of the operations of the Department and the BBG. Inspections cover three broad areas, consistent with Section 209 of the Foreign Service Act of 1980: • Policy Implementation: whether policy goals and objectives are being effectively achieved; whether U.S. interests are being accurately and effectively represented; and whether all elements of an offi ce or mission are being adequately coordinated. • Resource Management: whether resources are being used and managed with maximum effi ciency, effectiveness, and economy and whether fi nancial transactions and accounts are properly conducted, maintained, and reported. • Management Controls: whether the administration of activities and operations meets the requirements of applicable laws and regulations; whether internal management controls have been instituted to ensure quality of performance and reduce the likelihood of mismanagement; whether instance of fraud, waste, or abuse exist; and whether adequate steps for detection, correction, and prevention have been taken. METHODOLOGY In conducting this inspection, the inspectors: reviewed pertinent records; as appropriate, circulated, reviewed, and compiled the results of survey instruments; conducted on-site interviews; and reviewed the substance of the report and its fi ndings and recommendations with offi ces, individuals, organizations, and activities affected by this review. United States Department of State and the Broadcasting Board of Governors Office of Inspector General PREFACE This report was prepared by the Office of Inspector General (OIG) pursuant to the Inspector General Act of 1978, as amended, and Section 209 of the Foreign Service Act of 1980, as amended. It is one of a series of audit, inspection, investigative, and special reports prepared by OIG periodically as part of its responsibility to promote effective management, accountability and positive change in the Department of State and the Broadcasting Board of Governors. This report is the result of an assessment of the strengths and weaknesses of the office, post, or function under review. It is based on interviews with employees and officials of relevant agencies and institutions, direct observation, and a review of applicable documents. The recommendations therein have been developed on the basis of the best knowledge available to the OIG and, as appropriate, have been discussed in draft with those responsible for implementation. It is my hope that these recommendations will result in more effective, efficient, and/or economical operations. I express my appreciation to all of those who contributed to the preparation of this report. Harold W. Geisel Deputy Inspector General SENSITIVE BUT UNCLASSIFIED TABLE OF CONTENTS KEY JUDGMENTS . 1 CONTEXT . 5 EXECUTIVE DIRECTION . 7 POLICY AND PROGRAM IMPLEMENTATION . 13 Offi ce of Press Relations . 13 United States Agency for International Development’s Press Offi ce. 18 Foreign Press Centers . 20 Offi ce of Regional Media Outreach . 22 Rapid Response Unit . 25 Offi ce of Broadcast Services . 26 Offi ce of Public Liaison . 30 Offi ce of Electronic Information . 32 Digital Communication Center and “New Media” . 33 Offi ce of the Historian . 34 U.S. Diplomacy Center . 39 RESOURCE MANAGEMENT . 41 Offi ce of the Executive Director . 41 MANAGEMENT CONTROLS . 49 LIST OF RECOMMENDATIONS . 51 INFORMAL RECOMMENDATIONS . 55 PRINCIPAL OFFICIALS . 59 ABBREVIATIONS . 61 SENSITIVE BUT UNCLASSIFIED SENSITIVE BUT UNCLASSIFIED KEY JUDGMENTS • In 6 months, the Assistant Secretary has begun to strategize with the deputy assistant secretaries on bureau reorganization and to assess problems that predated his arrival. However, the Assistant Secretary has not communicated his strategic vision with all bureau personnel. Lack of internal communication, inadequate oversight of bureau management, and unresolved personnel problems have contributed to low bureau morale. • At the time of the inspection, the critical position of principal deputy assistant secretary had been vacant for nearly a year. The position should be filled on an interim basis by a seasoned career professional with strong leadership skills. • The new arrangement of the Assistant Secretary sharing briefi ng duties with the Spokesman resulted in initial confusion about who speaks for the De- partment. • The Strategic Communication Unit deputy assistant secretary has important access to the Secretary, but needs to communicate information transparently to the Assistant Secretary and other colleagues and to draw more upon the talents of Foreign Service and Civil Service employees in the bureau. • The Offi ce of Press Relations (PRS) has a critical role to play in delivering accurate, timely information to the media through a variety of means. The Bureau must make a signifi cant effort to restore the offi ce and its professional staff to their central place in execution of the Bureau’s key media relations activities. • Ten years after public diplomacy was moved into the Department from the former United States Information Agency (USIA), the merger between public diplomacy and the Department is not yet complete. Public diplomacy has not received suffi cient attention within the Bureau, even though it accounts for $2.3 million in bureau funding. The Bureau should look for additional opportunities to factor the perceptions of foreign media into the crafting of public statements and in other aspects of its work. OIG Report No. ISP-I-10-39 - Inspection of the Bureau of Public Affairs - February 2010 1 . SENSITIVE BUT UNCLASSIFIED SENSITIVE BUT UNCLASSIFIED • The Foreign Press Centers in Washington, DC, and New York are reaching out effectively to almost 3,000 U.S.-based foreign journalists, as well as to other foreign media professionals visiting the United States, providing them with access to policymakers and information for audiences about U.S. policy and American society. • The U.S. Agency for International Development (USAID) press offi ce, at- tached by legislation to the Bureau, plays a key role in telling the story of U.S. humanitarian assistance and economic development aid, but the Bureau’s lax oversight and ineffective support have prevented it from fulfi lling its function. The Bureau must make staffi ng the USAID press offi ce with qualified employees and supporting its operation a more urgent priority. • The Bureau’s small but highly motivated offi ces, responsible for electronic and digital communication, swiftly and authoritatively communicate foreign policy messages using a full range of new media tools. The effectiveness of these offi ces would be enhanced by a reorganization to combine the two offi ces into a single, unifi ed offi ce and the addition of staff to support this emerging, high-profi le public affairs responsibility. • The Offi ce of Broadcast Services (PA/OBS) enjoys a strong reputation for customer service and technical expertise. However, acrimonious internal management problems have eroded teamwork and contributed to a tense and unproductive work environment. Bureau management must take action to address the leadership issues in the offi ce. • The Offi ce of the Historian (HO) has experienced a positive transformation, including better morale, more civility, and a more open management style. The Bureau has made progress in implementing recommendations from a special OIG management review conducted in 2009, but more work is needed to implement the recommendations. The Bureau should continue to look for ways to streamline the compiling and editing of the Foreign Relations of the United States series. • The U.S. Diplomacy Center has worked for 9 years to develop a publicly accessible museum and educational center to showcase the practice of diplomacy and diplomatic history to the public. It has struggled to maintain bureaucratic support within the Department and to launch a fundraising campaign on a suffi cient scale to provide adequate fi nancing. 2 . OIG Report No. ISP-I-10-39 - Inspection of the Bureau of Public Affairs - February 2010 SENSITIVE BUT UNCLASSIFIED SENSITIVE BUT UNCLASSIFIED • The executive offi ce generally performs its duties well, but needs to

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