United States 

Department of State

About the Report

This online report provides a summary of 

the Department of State’s and U.S. Agency 

for International Development’s (USAID) 

performance and financial information 

for Fiscal Year (FY) 2013. It is prepared 

and presented in a brief, user-friendly 

format to promote greater accountability 

and accessibility to Congress, the American public, and other key constituencies. The Joint Summary of Performance and Financial 

Information Report is one of three annual financial and performance reports that also include the Agency Financial Report (AFR) and the 

Annual Performance Report (APR). The APR is included within the Appendices of the FY 2015 Congressional Budget Justification (CBJ). 

Appendix 1 is scheduled to be released in early April and Appendix 2 is scheduled for release in mid-late April. To view the complete 

reports, please click on the respective report covers. 

UNITED STATES DEPARTMENT OF STATE

FISCAL YEAR 2013 AGENCY FINANCIAL REPORT

Smart InveStmentS for amerIca’S future

We are acting on several fronts at once to make 

strategic investments that deliver maximum result 

for minimal expenditure of taxpayer dollars.”

“

STATE

FY 2013 AFR

AGENCY FINANCIAL REPORT

FISCAL YEAR 2013

A NEW MODEL

FOR DEVELOPMENT

USAID

FY 2013 AFR

Appendix 1:

DEPARTMENT OF STATE OPERATIONS

Fiscal Year 2015

THE SECRETARY OF STATE

CONGRESSIONAL BUDGET JUSTIFICATION

FY 2015 CBJ 

APPENDIX 1

Appendix 2:

FOREIGN OPERATIONS

Fiscal Year 2015

THE SECRETARY OF STATE

CONGRESSIONAL BUDGET JUSTIFICATION

FY 2015 CBJ 

APPENDIX 2

Mission

Shape and sustain a peaceful, prosperous, just, and democratic 

world and foster conditions for stability and progress for the 

benefit of the American people and people everywhere.

FY 2013 Joint Summary of Performance

and Financial Information
T

he FY 2013 Joint Summary of Performance and 

Financial Information is organized according to 

the 2010-2013 joint State-USAID strategic goal 

framework depicted below. In accordance with the 

Government Performance and Results Act Modernization Act of 2010 (GPRAMA), the State Department 

and USAID recently completed a FY 2014-2017 Joint 

Strategic Plan (JSP) and subsequent reporting will be 

aligned to the new plan. Additionally, beginning in 

FY 2012, the GPRAMA required federal agencies to 

establish a set of agency priority goals (APGs) that 

reflect the highest priorities of agency leadership to 

be achieved in a two year timeframe. The Department and USAID developed eight outcome-focused 

FY 2012-2013 APGs to measure progress towards 

advancing major foreign affairs and foreign assistance 

priorities. The FY 2012-2013 APGs align with four of 

the below State-USAID Joint Strategic Goals, with no 

APGs aligned to Strategic Goals one, four, and six. 

In tandem with the new FY 2014-2017 JSP, scheduled 

to be released in March 2014, the State Department 

and USAID will publish a new set of FY 2014-2015

APGs. The JSP will be posted on each agency’s website 

and on www.Performance.gov.

A crosswalk of the Joint Strategic Goals and APGs is accessible in State’s FY 2013 AFR. For more information on 

each agency’s history, values, and organizational structure, please see the Management’s Discussion and Analysis’s 

(MD&A) front section of the respective agency’s FY 2013 AFR. For the Department, see pages 7-13 and for USAID 

see pages 1-5.

Department of State-USAID Joint Strategic Goal

Framework and Agency Priority Goals

2 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013
are summarized in the pie charts throughout each 

Strategic Goal (SG) section and follow the Rating 

Legend. For more detailed information, see the 

FY 2013 APR and/or visit www.Performance.gov.

Concurrent with the submission of the FY 2014-

FY 2017 Joint Strategic Plan (JSP) in March 2014, the 

Department of State and USAID will submit their 

joint FY 2015 Annual Performance Plan (APP) to be 

published on www.Performance.gov. The APP will consist 

of a series of performance plans that are organized 

around each strategic objective from the new JSP. It will 

outline performance goals, associated indicators, and 

accountable organizations responsible for accomplishing each performance goal. The performance indicators 

featured in this report were originally presented in 

the FY 2014 APP and are in the FY 2013 APR for the 

Department and USAID.

Rating Legend

Summary of State and USAID Performance

Selected Achievements and Performance Results

I

n FY 2013, the Department and USAID continued to 

increase their analytical rigor in strategic planning 

and performance management. To communicate the 

progress achieved towards U.S. foreign policy goals in 

FY 2013, 120 representative performance indicators 

were published in the FY 2013 Annual Performance 

Reports (APR) for both the 

Department and USAID within 

the Appendices of the FY 2015 

Congressional Budget Justification 

(CBJ). In Appendix 1 of the 

FY 2015 CBJ, 68 performance 

indicators are featured and in 

Appendix 2 of the FY 2015 CBJ, 52 performance 

indicators are detailed. Of the 120 indicators, 50 are 

above target, 22 on target, 26 below target, 11 improved 

and 11 unavailable. Improved but target not met 

represent indicators that are below target but the results 

have improved from the previous fiscal year. FY 2013 

results for each indicator were reviewed against 

previously established performance targets to 

determine performance ratings. These indicators 

The following achievements and eight performance results are presented in the context of the 2010-2013 Joint 

Strategic Goal Framework. Provided are a limited number of performance measures and data, a description of 

how the measure relates to the goal, and an assessment of agency performance for the measure. 

to all places where terrorists operate. This indicator is 

important because it shows the concrete contributions 

made by the Anti-Terrorism Assistance (ATA) training to global counterterrorism capacity building. The 

ATA program exceeded its FY 2013 target of training 

by 65.4 percent, including training an additional 836 

foreign law enforcement officials in counterterrorism 

skills. However, this target was set based on the ATA 

program alone and not inclusive of Regional Strategic 

STRATEGIC GOAL 1: Counter threats to the 

United States and the international order, and advance civilian 

security around the world.

Anti-Terrorism Assistance: To truly 

defeat terror networks, there need to 

be effective international partners in government and 

civil society who can extend counterterrorism efforts 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013 | 3
The Department of State and USAID will continue to 

monitor Afghan government revenues in the coming 

years as a clear indicator of the sustainability of public 

spending. (Note that reporting on this indicator was 

complicated by a change in the Afghan fiscal year 

during the reporting period. For ease of comparison, 

we noted above data for two annual periods April 

2012 through March 2013 and January 2013 through 

December 2013.)

Illustrative Indicator for Strategic Goal 2 

and Afghanistan APG:

Description of Indicator: This indicator measures Afghanistan’s 

domestic revenues as a percentage of gross domestic product. 

For more detailed information, please see www.Performance.gov

and/or pages 26-27 in the Department of State’s FY 2013 AFR.

STRATEGIC GOAL 3: Expand and sustain the 

ranks of prosperous, stable and 

democratic states by promoting 

effective, accountable, democratic governance; respect for 

human rights; sustainable, 

broad-based economic growth; 

and well-being.

Global Climate Change APG: U.S. assistance to support 

the development and implementation of Enhancing 

Capacity - Low Emission Development Strategies 

(EC-LEDS) will reach 20 countries (from a baseline 

of zero in 2010). This assistance will be strategically 

targeted and will result in strengthened capacity 

for and measureable progress on developing and 

implementing LEDS by the end of the following year.

By the end of FY 2013, the EC-LEDS program 

achieved a major component of the APG with 

Initiative (RSI) funding, which also receives funding 

from the ATA account but does not always use the ATA 

program as its implementer. Counterterrorism program 

managers acknowledge that gender disaggregated data 

was not collected in 2012; however, baseline data was 

started in FY 2013. Based upon the first year of collection, 4.4 percent of participants were female. For more 

detailed information, please see the FY 2013 APR in 

Appendix 2 of the FY 2015 CBJ.

Illustrative Indicator for Strategic Goal 1 

and Anti-Terrorism Assistance:

Description of Indicator: Number of students trained in antiterrorism topics and skills through the Anti-Terrorism Assistance (ATA) 

Program. For more detailed information, please see FY 2013 APR in 

Appendix 2 of the FY 2015 CBJ.

STRATEGIC GOAL 2: Effectively manage 

transitions in the frontline states. 

Afghanistan APG: U.S. government 

assistance delivered will help the 

Afghan government increase domestic revenue level from sources such 

as customs and electrical tariffs from 10 percent to 

12 percent of gross domestic product. The Department 

of State and USAID set a goal of increasing Afghan 

government revenues over two fiscal years from 

10 percent to 12 percent of Afghan GDP. In the first 

year of the reporting period Afghan revenues remained 

flat at approximately 10 percent of Afghan GDP. For 

the second year Afghan revenues weakened and fell to 

a projected 9 percent of GDP. The targets were missed 

because of weaker than expected economic growth for 

2013 and as a result of a larger than anticipated negative impact on customs revenue and investment of the 

upcoming Presidential election and security transition. 

4 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013
finalized Agreed Work Programs with 24 countries 

and U.S. assistance had reached 22 countries. This 

is a result of strong interest in the EC-LEDS program 

among partner countries, engaged leadership from 

Washington from the office of the Special Envoy 

for Climate Change at the Department of State and 

the Climate Change Coordinator at USAID, and a 

dedicated group of U.S. government officials in the 

field at embassies and missions around the world.

Illustrative Indicator for Strategic Goal 3 

and Global Climate Change APG:

Description of Indicator: This indicator measures the number of 

countries in which U.S. government Technical Assistance for Enhancing 

Capacity for Low Emissions Development strategies has been initiated. 

For more detailed information, please see www.Performance.gov

and/or pages 28-29 in the Department of State’s FY 2013 AFR.

First Birth Under 18: Early childbearing has multiple 

detrimental health and non-health consequences. 

Women who give birth before the age of 18 may be at 

higher risk of obstetric fistula, anemia and maternal 

morbidity and mortality. Their children are also more 

likely to experience serious health consequences. 

Furthermore, early childbearing is associated with 

lower levels of education, higher rates of poverty, and 

higher incidences of domestic violence and sexual 

abuse. The planned target for this indicator was met 

in FY 2013. The actual value for this indicator in 

2013 (22.5) was slightly improved from the target of 

23 percent. A decrease among this affected population 

represents an improvement.

Illustrative Indicator for Strategic Goal 3 

and First Birth Under 18:

Description of Indicator: Proportion of women who had a first 

birth below the age of 18 among women aged 18-24 at the time of 

the survey. For more detailed information, please see FY 2013 APR in 

Appendix 2 of the FY 2015 CBJ.

STRATEGIC GOAL 4: Provide humanitarian 

assistance and support disaster 

mitigation.

Food Aid Beneficiaries: U.S. 

emergency food assistance 

programming plays a critical role in 

responding to global food insecurity. 

Emergency food assistance saves lives and livelihoods, 

supports host government efforts to respond to the 

critical needs of the country’s population when 

emergency food needs exist and external assistance is 

required, and demonstrates the concern and generosity 

of the American people. Responses to emergencies and 

efforts to resolve protracted crises provide a basis for 

transitioning to the medium- and long-term political, 

economic, and social investments that can eliminate the 

root causes of poverty, instability, and food insecurity. 

In FY 2013, the U.S. government provided more than 

$981 million in food assistance in response to emergencies. This assistance benefitted nearly 21.6 million 

people in 25 countries. Through activities carried out 

in FY 2013, USAID emergency food assistance reached 

90 percent of planned beneficiaries. Due to improved 

harvests, certain regions saw lower than expected food 

insecurity and beneficiary caseloads. Consequently, 

FFP provided less assistance than originally planned 

and the FY 2013 result fell just below the target of 

93 percent of planned beneficiaries reached.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013 | 5
Illustrative Indicator for Strategic Goal 4 

and Food Aid Beneficiaries:

Description of Indicator: Percent of planned emergency food aid 

beneficiaries reached with U.S. government assistance. For more 

detailed information, please see FY 2013 APR in Appendix 2 of 

the FY 2015 CBJ.

Disaster Risk Reduction: The U.S. government 

supports disaster risk reduction (DRR) stand-alone 

and integrated programming at the regional, national, 

and community level. The U.S. government is focusing 

on improving early warning and translating early 

warning into action to reduce the impact of disasters 

and enhance resilience. In FY 2013, the U.S. government trained 28,647 people in disaster risk reduction 

principles and techniques. FY 2013 showed a significant increase in number of people trained in disaster 

preparedness as a result of U.S. assistance. As a result of 

the newly improved tracking system, it is estimated that 

higher figures for disaster preparedness training can be 

captured and reported on in the future. As a result, the 

training targets have been set higher than in years past.

Illustrative Indicator for Strategic Goal 4 

and Disaster Risk Reduction:

Description of Indicator: Number of people trained in disaster 

preparedness as a result of U.S. government assistance. For more 

detailed information, please see FY 2013 APR in Appendix 2 of 

the FY 2015 CBJ.

STRATEGIC GOAL 5: Support American prosperity 

through economic diplomacy. 

Economic Statecraft APG: Through 

more than 200 diplomatic missions 

overseas, the Department of State 

will promote U.S. exports in order 

to help create opportunities for U.S. businesses. 

By September 30, 2013, diplomatic missions 

overseas will increase the number of market-oriented 

economic and commercial policy activities and 

accomplishments by 15 percent.

For FY 2013, the State Department exceeded its 

Economic Statecraft APG by 43 percent, achieving a 

cumulative total of 971 “success stories.” A success 

story is defined as an export deal achieved, dispute 

resolved, or foreign policy changed through Department advocacy. Overseas posts recorded 153 success 

stories in the FY 2013 fourth quarter: 100 export 

transactional deals completed, 22 commercial 

disputes settled, and 31 foreign economic policies 

changed. In addition, “outreach by missions” also 

exceeded the annual goal, with posts reporting 2,997 

outreach activities this quarter, for a cumulative total 

of 16,016: 114 percent above the FY 2013 goal of 

7,460 outreach activities.

Illustrative Indicator for Strategic Goal 5 

and Economic Statecraft APG:

Description of Indicator: This indicator measures the number of 

commercial and economic policy advocacy activities by embassy 

staff on behalf of U.S. businesses that led to the completion of 

transactional deals, investment dispute settlements, or resulted in 

foreign government economic policy changes. For more detailed 

information, please see www.Performance.gov and/or pages 30-31

in the Department of State’s FY 2013 AFR.

6 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013
STRATEGIC GOAL 6: Advance U.S. interests and 

universal values through public 

diplomacy and programs that 

connect the United States and 

Americans to the world. 

Exchanges Promote U.S. Policy:

Educational, professional and cultural 

exchanges have become indispensable pillars of 

strategic dialogues with Brazil, China, India, Indonesia, 

Iraq, Russia, and other countries. Dialogues with 

Brazil, China, and Indonesia have resulted in record 

numbers of participants in educational exchanges 

with those countries. The 2013 EMPOWER program 

convened about 75 foreign disability rights leaders 

from every geographic region in the United States and 

sent approximately 60 American stakeholders abroad 

to demonstrate the United States’ leading role in 

advocating for the rights of persons with disabilities.

Social Media: The Department continued to expand 

its social media outreach through a variety of social 

media—including Facebook, Google+, and Twitter—

and establishing its official presence on new platforms, 

such as Instagram. The Secretary of State participated 

in a Google+ Hangout for the first time and personally 

used Twitter and the State Department’s DipNote blog 

to advance our foreign policy objectives, bridge gaps 

between people, and engage with audiences around 

the world.

For more information, please see Appendix 1 of the 

FY 2015 CBJ and/or pages 31-33 in the Department’s 

FY 2013 AFR.

STRATEGIC GOAL 7: Build a 21st Century workforce; and achieve U.S. government operational and consular 

efficiency and effectiveness, 

transparency and accountability; 

and secure U.S. government 

presence internationally.

Management APG: By September 30, 2013, the State 

Department and USAID will reduce vacancies in 

high priority positions overseas to zero percent and 

27

RESULTS

TOTAL

10 5

4 8

10 percent, respectively, and will reduce instances 

of employees not meeting language standards to 

24 percent and 10 percent, respectively. This goal 

also addresses the staffing of critical Consular posts 

to implement the Executive Order on “Establishing 

Visa and Foreign Visitor Processing Goals.”

At the end of FY 2013, the Department’s highest 

overseas staffing priorities were Afghanistan, Iraq, and 

Pakistan. In FY 2013 fourth quarter, the Department 

filled 75 percent of the positions in Afghanistan, 

79 percent in Iraq, and 90 percent in Pakistan. Since

the third quarter of FY 2012, the Department has 

consistently met its two-year target of ensuring that 

80 percent of nonimmigrant visa applicants are 

interviewed within three weeks of receipt of the 

application. The Department met all of its two-year and 

quarterly targets filling of its high priority positions 

overseas and ensuring that 76 percent of the personnel 

assigned to language designated positions (LDPs) meet 

or exceed the recommended language requirements.

The following illustrative indicator plots the data 

for nonimmigrant visas only. For more information 

on the complete Management APG, please see 

www.Performance.gov and/or page 33 in the 

Department’s FY 2013 AFR.

Illustrative Indicator for Strategic Goal 7 

and Management APG: Nonimmigrant Visas

Description of Indicator: This indicator measures the percentage of 

nonimmigrant visa applicants that are interviewed within three weeks 

of the receipt of their visa application. For this indicator, quarterly data 

is presented because it is not an annual cumulative measure.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013 | 7
Financial Highlights

T

he Agency Financial Reports (AFRs) of the 

Department of State and USAID disclose the 

agencies’ financial status and provide a snapshot 

in time of the immense financial work undertaken 

by each agency’s financial personnel to exercise 

good stewardship and management of public funds. 

Below are tables and figures that highlight some of 

the financial information presented in each agencies’ 

AFR posted online. 

Department of State: The Department is steadfast in its 

financial responsibilities to the American people in the 

pursuit of an efficient, accountable, and transparent 

financial management platform that enhances the 

Department’s foreign affairs mission. The Department 

received an unmodified or “clean” opinion from 

the Independent Auditor for the FY 2013 Financial 

Statements and with no reported material weaknesses 

in internal controls over financial reporting. 

USAID: After receiving a qualified audit opinion for 

FY 2012, USAID identified and reversed unsupported 

accounting adjustments and implemented a robust 

reconciliation methodology during FY 2013. Subsequently, the Agency regained a clean/unmodified audit 

opinion at fiscal year-end 2013. USAID’s commitment to resolving cash remediation issues, material 

weaknesses, and deficiencies identified during the 

financial audit process, or determined by management 

self-assessments contributed to the Agency meeting 

its mission challenges.

Balance Sheet Summary

The following Condensed Balance Sheets present the 

assets, liabilities and net position of each agency.

CONDENSED BALANCE SHEETS

As of September 30, 2013

($ in millions) State USAID

Assets:

Fund Balance with Treasury $47,557 $30,810

Investments, Net 17,408 —

Property, Plant, and Equipment 17,559 101 

Accounts, Loans, and Interest 

Receivable, Net

668 2,614 

Advances, Prepayments, Other Assets 1,575 862 

Total Assets $ 84,767 $ 34,387

Liabilities:

After-Employment Benefit Liability $20,566 $ —

Liability for Capital Transfers to the 

General Fund of the Treasury

— 2,872 

Accounts Payable 2,370 1,613 

Loan Guaranty Liability — 1,847 

International Organizations Liabilities 1,909 —

All Other Liabilities 1,550 1,292 

Total Liabilities 26,395 7,624 

Net Position:

Unexpended Appropriations 38,212 22,746 

Cumulative Results of Operations 20,160 4,017 

Total Net Position 58,372 26,763 

Total Liabilities and Net Position $ 84,767 $ 34,387

Department of State: Total Assets increased $5.2 billion 

or seven percent over FY 2012 levels. Fund Balance 

with Treasury was up $3.3 billion due to an increase in 

unexpended appropriations. Property and Equipment 

increased $1.5 billion due to continued emphasis 

on the construction of new embassies and necessary 

security upgrades at existing embassies. Investment 

balances in U.S. government securities for the Foreign 

Service Retirement and Disability Fund increased by 

$480 million during the year. Total Liabilities increased 

$968 million in 2013, or four percent, compared 

to 2012. The After-Employment Benefit Liability 

(78 percent of total liabilities) increased by $673 

million, primarily due to an increase in participation 

in the Foreign Service Retirement and Disability Fund 

and from changes in the benefit plan and actuarial 

assumptions. This liability includes amounts owed 

8 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013
for projected after-employment benefits for Foreign 

Service and Foreign Service National employees and 

retirees. Accounts Payable decreased by $423 million 

and the International Organizations Liability increased 

$484 million.

USAID: USAID reported a five percent increase to 

total assets in FY 2013 over the previous fiscal year. 

The most significant asset was Fund Balance with 

Treasury (unspent appropriations), which represented 

90 percent of total assets. The largest contributor to the 

total liabilities line item at 38 percent, was Debt and 

Liabilities for Capital Transfers to the General Fund of 

the Treasury. These liabilities represent funds borrowed 

from Treasury to carry out the Agency’s Federal Credit 

Reform program activities. Total liabilities for FY 2013 

decreased by 9 percent from the previous fiscal year, due 

largely to paying down funds borrowed from Treasury.

Net Cost of Operations Summary

The charts below show each agency’s net cost of 

operations presented by each Joint Strategic Goal. Net 

cost of operations consists of gross costs less exchange 

revenue. The goals are consistent with the State-USAID 

Joint Strategic Goal Framework. Executive Direction and 

Operating Unit Management are net costs that cannot be 

directly traced or reasonably allocated to strategic goals; 

however, these costs less exchange revenues are captured 

and included in the total net cost of operations.

Department of State: Total net cost of $25.1 billion is 

a decrease of 5 percent or $1.4 billion over FY 2012. 

The goals of Countering Security Threats and Advancing 

Global Security, Managing Transitions in the Frontline 

States, and Providing Humanitarian Assistance and 

Supporting Disaster Mitigation account for most of 

NET COST OF OPERATIONS 

For the Year Ended September 30, 2013 ($ in millions)

Strategic Goal

STATE USAID

Net Cost

 Percent of 

Total Net Cost Net Cost

Percent of 

Total Net Cost

SG1: Countering Security Threats and Advancing Global Security $ 5,565 23% $ 697 7%

SG2: Managing Transitions in the Frontline States 2,055 8% N/A N/A

SG3: Expanding and Sustaining Stable States through Democratic 

Principles

10,475 42% 7,158 69%

SG4: Providing Humanitarian Assistance and Supporting Disaster 

Mitigation

2,283 9% 1,609 15%

SG5: Supporting American Prosperity through Economic Diplomacy 100 0% N/A N/A

SG6: Advancing U.S. Interests through Public Diplomacy and Programs 717 3% N/A N/A

SG7: Achieving Consular Excellence and a Secure U.S. Presence 

Internationally

1,702 7% N/A N/A

Other Cost Category

Operating Unit Management N/A N/A 896 9%

Executive Direction and Other Costs Not Assigned 1,810 7% N/A N/A

Actuarial Loss on Pension Assumption Changes 360 1% N/A N/A

Total Net Cost of Operations $25,067 100% $10,360 100%

 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013 | 9
Department of State: The Department reported total 

budgetary resources of $60.6 billion for the year ended 

September 30, 2013, an increase of five percent from 

the prior fiscal year. The increase resulted primarily 

from unobligated balances brought forward to FY 2013 

from FY 2012. 

USAID: USAID received $23.8 billion in cumulative 

budgetary resources in FY 2013, of which it obligated 

$12.3 billion. While FY 2013 budgetary resources 

remained largely consistent with those in FY 2012, 

Summary of Significant Management and

Performance Challenges Identified by

Office of Inspector General (OIG)

In its FY 2013 annual assessment, the Department’s Office of Inspector General (OIG) identified the most serious 

management and performance challenges for the Department to be in the following areas:

State USAID

1. Protection of People and Facilities 1. Work in Nonpermissive Environments

2. Contract and Procurement Management 2. Sustainability

3. Information Security and Management 3. Local Solutions (Formerly Called Implementation of Procurement Reform)

4. Financial Management 4. Performance Management and Reporting

5. Military to Civilian-Led Transitions—Iraq and Afghanistan 5. Management of Information Technology Security

6. Foreign Assistance Coordination and Oversight 6. Audit of U.S.-Based For-Profit Entities

7. Public Diplomacy

8. Consular Operations

9. Leadership

10. Rightsizing

OIG assessments for the Department and USAID can be found on pages 122-128 and 131-146, respectively, of 

FY 2013 AFRs. The assessment is based on OIG’s review of reports from OIG inspectors, GAO, and Congressional 

Committees, among others.

Budgetary Resources Summary

this decrease. The goal of Expanding and Sustaining 

Stable States through Democratic Principles is the largest 

segment of total net costs with 42 percent.

USAID: Net cost of operations reflects the amounts 

spent on achieving the Agency’s strategic goals, as 

identified in the Department of State-USAID Joint 

Strategic Goal Framework. The strategic goals, Expand 

and Sustain Stable States Through Democratic Principles; 

Provide Humanitarian Assistance and Support Disaster 

Mitigation; and Counter Security Threats and Advance 

Global Security comprised 91 percent of USAID’s total 

net cost of $10.4 billion, during FY 2013.

obligations incurred decreased by eight percent 

from the previous fiscal year.

10 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2013
Acknowledgements

The Joint Summary of Performance and Financial Information for FY 2013 was prepared by the 

State Department’s Bureau of Budget and Planning, Bureau of the Comptroller and Global Financial 

Services, and the Office of U.S. Foreign Assistance Resources; and USAID’s Bureau for Policy, 

Planning, and Learning, Office of Learning, Evaluation and Research. 

The Joint Summary of Performance and Financial Information for FY 2013 Core Team is 

composed of Shin Bang, Antionette Cattledge, Amena Chenzaie, Carol Gower, Sarah Kohari, 

Yaropolk Kulchyckyj, Colleen Stakem, Erica Victoria, and Gloria White. 

Special Acknowledgement to the Department of State’s Bureau of Public Affairs and Bureau of 

Administration and to USAID’s Bureau for Legislative and Public Affairs for their assistance in 

posting the document to the Internet.

We Offer Our Special Thanks to The DesignPond team of Sheri Beauregard and Michael James for 

its outstanding contributions to the design of the report.

Contact Information

We welcome your comments on this report. Please contact us by phone or e-mail as follows.

Department of State General Information: 202-647-4000 or performanceandplanning@state.gov

USAID General Information: 202-712-0000 or pmanagement@usaid.gov

Electronic versions are available at: 

 http://www.state.gov/s/d/rm/rls/perfrpt/2013performancesummary/index.htm

http://www.usaid.gov/results-and-data/progress-data/summary

References

FY 2013 Agency Financial Reports 

http://www.state.gov/documents/organization/217939.pdf

http://www.usaid.gov/sites/default/files/documents/1868/USAIDFY2013AFR_508.pdf

FY 2015 Congressional Budget Justification (CBJ)

http://www.state.gov/documents/organization/222898.pdf

FY 2015 CBJ Appendix 1

http://www.state.gov/s/d/rm/rls/statecbj/2015/

FY 2015 CBJ Appendix 2

http://www.state.gov/f/releases/iab/fy2015cbj/

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