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

The Department also continued to prioritize and advance its Diversity and Inclusion (D&I) efforts in 2020, with the goal of catalyzing a cultural shift toward shared responsibility for practicing inclusion and mitigating bias. GTM further matured its D&I architecture by supporting the establishment of additional D&I Bureau Councils and Mission Councils, providing resources and guidance to bureaus establishing new diversity and inclusion advisor positions, and finalizing the 2020-2022 D&I Strategic Plan for release before the end of calendar year 2020. The Department successfully converted Foreign Service orientation classes to the virtual environment. Leadership Training and Professional Development also progressed. Despite new challenges in conducting in-person training, the Department quickly adapted to virtually offer mandatory leadership training, so our workforce can develop the skills and knowledge necessary to lead with integrity, promote inclusion, and protect America’s interests at home and abroad. Maintaining Adequate Staffing Levels to Meet Operational Needs The OIG notes that domestic offices and overseas posts experience difficulty maintaining staffing levels. The Department agrees that it is critically important to reach and maintain adequate staffing levels and has continued to make progress in 2020, though efforts have been hampered by COVID-19. Among FS Specialists, GTM continued its recruitment for critical specialties, and developed and implemented a pilot virtual assessment to mitigate intake and process disruptions caused by COVID-19. Despite this challenging environment, FS Specialist hiring exceeded 2020 targets and reached the highest level since 2014. Although, unlike the FS, CS hiring occurs on a case-by-case basis, the Department has made considerable strides to increase CS staffing. During 2020, GTM cleared the CS hiring backlog and brought on approximately 470 CS hires, representing 12 consecutive months of growth. The Department is also taking steps to improve efficiency in processing security clearances. Expediting security clearances will allow us to speed up overall hiring timelines. The Bureau of Diplomatic Security is developing a new security clearance case management system that will combine and modernize three antiquated legacy systems. In addition to improved functionality, the new system will provide greater transparency to employees and GTM colleagues. This improvement will enhance security- related customer service and allow for the tracking of a security clearance status in real-time. The Department takes the impact of vacancies on staff morale very seriously, and remains committed to pursuing innovative strategies to attract and retain a highly-qualified workforce and expedite recruitment. At the same time, the Department is actively fostering a culture that is family-friendly and conducive to self-care by helping employees juggle the demands of work and family, including aging parents, childcare, and medical emergencies. Holding Leadership Accountable to Department Principles The primary goals of the Department’s discipline process include accountability, fairness, and affirmation of core values for all employees, including those in leadership positions. The Department acknowledges that combatting a toxic workplace starts at the top; holding leadership accountable is key to maintaining a productive and mission-focused workplace. The Secretary’s One Team, One Mission Ethos for the Department promotes a culture of accountability at all levels. The Conduct, Suitability, and Discipline (CSD) division of the Office of Employee Relations manages the Department’s discipline program with the goal that employees throughout the ranks understand and adhere to the highest standards of conduct and professionalism. 136 | U ni ted S tates D epartment of S tate 2020 A gency F inanci al R eport OTHER INFORMATION | MANAGEMENT’S RESPONSE TO INSPECTOR GENERAL