U.S. Department of State Fiscal Year 2020 Agency Financial Report

Office of Civil Rights (OCR), the Bureau of Diplomatic Security Office of Special Investigations (OSI), and the Bureau of Global Talent Management Office’s Conduct, Suitability, and Discipline (CSD) Division activities throughout the investigation and disciplinary review of sexual harassment cases and has not updated other relevant guidance. OCR, OSI, and CSD have internal policies for their roles in the investigative and disciplinary processes for sexual harassment cases, but the policies do not discuss coordination with all relevant bureaus and offices. 76 In one audit, OIG reported that participants involved in a Department-wide organizational reform effort described the effort as a “missed opportunity” that floundered as a result of poor coordination and unclear goals. The Department had used a three-phased approach to develop and implement its organizational reform efforts. However, OIG could not establish the extent to which responses from survey participants in Phase I directly influenced recommendations offered in Phase II or the extent to which efforts described in Phase II were carried out in Phase III. Participants in the organizational reform effort told OIG that leadership deficiencies hampered the reform effort. Specifically, leaders changed frequently, and executive-level direction was minimal. 77 OIG emphasized that leadership, communication, and coordination of a coherent mission with 76 OIG, Evaluation of the Department’s Handling of Sexual Harassment Reports (ESP-20-06, July 2020). 77 OIG, Review of the Department of State’s Organizational Reform Effort (AUD-MERO-20-09, November 2019). 78 AUD-MERO-20-32, May 2020. 79 ISP-I-20-05, November 2019. integrated strategic goals are paramount to achieving agency efficiencies, effectiveness, and accountability. One follow-up audit illustrated how this challenge contributes to the Department’s existing difficulties managing its foreign assistance programs. OIG found that two bureaus—the Bureau of Diplomatic Security and CT—with responsibilities related to the Department’s Antiterrorism Assistance (ATA) program consistently failed to coordinate in ways that hampered monitoring and evaluation and the sustainability of the program. OIG noted that the Bureau of Diplomatic Security and CT have not clearly delegated oversight duties related to ATA projects, which makes it difficult for the bureaus to fully measure ATA program performance or demonstrate that intended ATA country program goals and objectives are being achieved. 78 Finally, accountability is sometimes blurred within the Department due to conflicting lines of authority. For example, multiple unclear and conflicting lines of authority within the Bureau of Western Hemisphere Affairs (WHA) complicated the execution of Venezuela policy. For example, Department officials told OIG the division of labor between the Special Representative for Venezuela and WHA was not well delineated, and they stated that, at times, the leaders of these offices issued conflicting policy guidance. 79 HELP FIGHT FRAUD, WASTE, AND ABUSE 1-800-409-9926 stateOIG.gov/HOTLINE If you fear reprisal, contact the OIGWhistleblower Coordinator to learn more about your rights. WPEAOmbuds@stateoig.gov 2020 A gency F inanci al R eport U ni ted S tates D epartment of S tate | 129 INSPECTOR GENERAL’S STATEMENT ON THE DEPARTMENT’S MAJOR MANAGEMENT AND PERFORMANCE CHALLENGES | OTHER INFORMATION