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

state and non-state propaganda and disinformation aimed at undermining or influencing the policies, security, or stability of the United States and our allies and partner nations. Overseeing Construction Contracts OBO values the careful review and constructive feedback the OIG provides related to the oversight of construction contracts. As part of the Under Secretary’s High Five priorities of Excellence & Innovation and Security & Infrastructure, OBO’s Embassy After Next strategic priority created standardized building typologies and prototypes, developed an Integrated Master Schedule for all Capital Projects, and established metrics to focus on cost and schedule performance. In addition, OBO is taking steps to harness information through data standardization and centralization to make informed, data-driven decisions. As part of M High Five priority of Excellence & Innovation, OBO aims to utilize technology to enhance capabilities across all phases of a facility’s lifecycle. OBO is piloting software currently utilized in the private sector to reduce the use of hard-copy commissioning documents. OBO has invited external experts to review capabilities, compatibility with other platforms, and technical security requirements. OBO also is updating the commissioning task order statement of work template to include language about routinely uploading hard-copy commissioning performance tests and related documentation. Furthermore, OBO’s new Data Requirements and Standards, developed under the Embassy After Next initiative, and training have improved the quality of data, with which OBO makes project-related decisions. Monitoring Contractor Performance The OIG also identified oversight of non-OBO contracts as a persistent management challenge. The Bureau of Administration’s Office of the Procurement Executive (A/OPE) and, with respect to Facilities Management Services, the Office of Operations (A/OPR) are working closely with the OIG, Contracting Officers Representatives (COR), and the regional and functional bureaus to address this matter. A/OPE engaged the Foreign Service Institute to recalibrate training for Contracting Officers, COR, Grants Officers, and Grants Officer Representatives (GOR) to emphasize the need for carrying out fiduciary and oversight responsibilities. A/OPE is also working to modernize its IT systems to provide the Department acquisition and Federal assistance community with improved capability to collaborate, educate, and react to dynamic events in a manner consistent with both expectations and obligations. Nearly 400 CORs have registered for a November 2020 COR workshop, with another session planned for Spring 2021 to accommodate the immense interest among CORs in enhancing their ability to provide contract oversight. A/OPR has developed a standard operation procedure for COR electronic filing required for new contracts. A/OPR established a Quality Assurance Surveillance Plan and oversight-related mandated training, created a Financial Management position in its front office, hired a Contracts Management Specialist, and named the A/OPR Managing Director as supervisor for the Facilities Management Services’ budget division. 3 I nformation S ecurity and M anagement When the Bureau of Information Resource Management (IRM) set its goal to establish a plan to continuously define and maintain a baseline of enabling technologies at overseas posts, it had no idea that the COVID-19 pandemic would accelerate the need to work remotely. IRM has been analyzing results from its recent telework survey to highlight any capability gaps. 2020 A gency F inanci al R eport U ni ted S tates D epartment of S tate | 133 MANAGEMENT’S RESPONSE TO INSPECTOR GENERAL | OTHER INFORMATION