Transforming the World through Diplomacy and Development

United States 

Department of State

Joint Highlights of 

Performance, Budget, and Financial Information 

Fiscal Year 2007
TABLE OF CONTENTS

Introduction 1

	 Mission and Values 1

	 Message from the Secretary of State	 2

	 Message from the USAID Administrator	 3

	 Our Organizations 4

Performance Highlights 5

	 Performance Introduction	 5

	 The President’s Management Agenda	 6

	 Program Assessment Rating Tool	 8

	 Management Challenges	 10

	 Joint Strategic Goal Framework	 12

	 2007 Performance Results	 13

	 Strategic Goals	 14

	 Performance Indicators	 34

Budget Highlights 38

	 Budget Introduction 38

	 Resources by Strategic Goal	 39

Financial Highlights 40

	 Financial Introduction 40

	 Balance Sheet Summary	 41

	 Net Cost and Budgetary Resources Summary 42

Contact Information and Acknowledgments 44

 About This Report

T

his joint Highlights Report, prepared by the Department of State and the U.S.Agency for International

Development (USAID), is a summary of the two agencies’ 2007 performance, budget and financial

information as well as a summary of their budget requests for 2009. The Report highlights the

successes and challenges that the Department and USAID encountered in 2007 while implementing

programs that support the agencies’ Joint Strategic Plan for Fiscal Years 2007-2012. This reporting period

also marks the first year of program planning and implementation under the foreign assistance reform

announced by Secretary Rice in 2006. 

This Report reflects the two agencies’ participation in the Office of Management and Budget’s Pilot

Program for Alternative Approaches to Performance and Accountability Reporting. Under this voluntary

program, a number of federal agencies chose to reconfigure their annual reporting documents and publishing

dates in an effort to present more streamlined and timely information that clarifies the relationships between performance, budget

and financial reporting. 

As part of the three-tiered Pilot Program reporting schedule, USAID and the Department of State issued Agency Financial Reports

on November 15, 2007. The agencies’ complete Annual Performance Report for 2007 and Annual Performance Plan for 2009 will be

issued in conjunction with the 2009 budget request to Congress, the Congressional Budget Justification (CBJ). This Highlights Report,

due on February 1, 2008, is the third component of the Pilot Program. Upon release of the President’s Budget on February 4, 2008,

this Report was updated to reflect the 2009 budget request information.

Web links to each of the above documents can be found in the relevant sections of the joint Highlights Report.

Transforming the World through Diplomacy and Development

United States 

Department of State

Joint HigHligHts of 

Performance, Budget, and financial information 

fiscal Year 2007
O u r Val u es

L O Y A L T Y

Commitment to the United States and the American people.

C H A R A C T E R 

Maintenance of high ethical standards and integrity.

S E R V I C E 

Excellence in the formulation of policy and management practices with room 

for creative dissent. Implementation of policy and management practices, 

regardless of personal views.

A C C O U N T A B I L I T Y 

Responsibility for achieving United States foreign 

policy goals while meeting the highest performance standards.

C O M M U N I T Y 

Dedication to teamwork, professionalism, and customer perspective.

D iversity

Commitment to having a workforce that represents the diversity of America.

O u r M ission S tatement

Advance freedom for the benefit of the American people and the international 

community by helping to build and sustain a more democratic, secure, and 

prosperous world composed of well-governed states that respond to the needs 

of their people, reduce widespread poverty, and act responsibly within the 

international system.
 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

As we work around the world to promote and defend our national interests and ideals,

the United States and our friends and allies face many challenges. At our overseas

missions and Washington bureaus, our foreign policy professionals work together

with their interagency partners to address challenges as diverse as the proliferation of

weapons of mass destruction, the global threat of terrorism, weak and poor governance, the

irresponsible behavior of some governments, and the spread of poverty, disease, and

environmental degradation. 

Asreported last year,the Department of State,in conjunctionwith theU.S.Agency forInternational

Development (USAID) fundamentally reorganized the way it plans, budgets, and managesforeign

assistance to achieve greater integration and focus. This reform is taking root in our increased capability to use foreign

assistance more efficiently and more effectively not only to further our foreign policy goals and bolster our national security, but

also to reduce poverty and improve people’s lives around the world. 

Some of our accomplishments in FY 2007 are outlined below:

	 The Department of State led the “civilian surge” component of President Bush’s “New Way Forward” strategy, more than

doubling our Provincial Reconstruction Team (PRT) presence in Iraq. PRTs not only helped increase local and provincial

governance capacity in Iraq but also fostered political accommodation among Iraq’s ethnic and sectarian groups at the

local level in parallel with Embassy Baghdad’s efforts to promote national reconciliation.

	 With a new Palestinian Authority government committed to peace, recognition of Israel, and a two-state solution, the

Department advanced bilateral talks and established a foundation for peace in the Middle East.

	 The U.S. Government’s response to the global challenge of HIV/AIDS and investment in the President’s Emergency Plan for

AIDS Relief have enabled us to build networks in developing nations that are saving lives in the face of a devastating

international health crisis.

	 The United States committed to strengthen energy security and effectively address climate change at home and abroad. We

are fully engaged in the United Nations Framework Convention on Climate Change and the development of an

environmentally effective and economically sustainable framework to address climate change. 

The Department of State and USAID work closely together to meet the global challenges of the twenty-first century. I am

pleased to offer this summary of key performance, budget, and financial information and provide a statement of assurance that

the data herein are complete and reliable. This report documents the value of our investments as the Department of State and

USAID engage in an extraordinary partnership to transform our world for the better through diplomacy and development.

Condoleezza Rice

Secretary of State

February 1, 2008

Message from the Secretary of State
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 

During 2007, USAID managed $13.5 billion in foreign assistance funding. These

resources addressed serious issues such as: intensifying efforts to combat HIV/

AIDS and malaria; post-conflict rebuilding of Afghanistan, Iraq, Lebanon, and

parts of Africa; promoting education and democracy; and responding to humanitarian crises.

I am pleased to share a few of our 2007 accomplishments in these areas:

	 Concluded our 17-year support to Bulgaria’s transition from a centralized communist state

to a democracy and free market economy. Bulgaria is now solidly grounded as a new member

of the European Union, and a new donor country.

	 Protected 22.3 million people from malaria in 15 focus countries under the President’s

Malaria Initiative (PMI). The PMI is already seeing major reductions in malaria transmission

in four countries, and a 95 percent reduction in malaria infections throughout Zanzibar.

	 Contributed significantly to a 22 percent reduction of Afghanistan’s infant mortality rate, among the highest in the world,

through vaccinations and other health care services. Approximately 88,000 lives are saved per year as a result of over 670

clinics built by USAID.

	 Improved the skills of over 11,000 educators in 20 sub-Saharan African countries under the President’s Africa Education

Initiative (AEI). Nearly 100,000 girls in 39 countries received scholarships and mentoring, and over 5.5 million textbooks

and learning materials were provided in the region.

	 Trained more than 100,000 justice sector personnel worldwide to strengthen effective democracies.

	 Supported 68,282 micro and medium businesses in accessing $589 million of private investment through USAID’s

Development Credit Authority guarantee, thereby expanding new markets and contributing to economic growth. 

	 Responded to 76 disasters in 56 countries and provided more than $410 million in non-food assistance for natural disasters

and complex humanitarian crises around the world. Also, USAID provided more than $1.4 billion in P.L. 480 Title II food aid

assistance and played a critical role in the prevention of famine in Darfur, Sudan,where it provided 50 percent of the United

Nations World Food Program Sudan appeal, representing more than 67 percent of all donor contributions. Furthermore,

USAID provided more than $50 million in disaster preparedness and mitigation programs.

For the fifth consecutive year, USAID earned unqualified opinions on its financial statements. We also made significant progress

under the Improved Financial Performance initiative of the President’s Management Agenda by scoring green in both status and

progress due to a new accounting system, Phoenix, which improved the accuracy and timeliness of our financial information.

Along with the Department of State, I am pleased to present the Highlights of Performance, Budget, and Financial Information

for Fiscal Year 2007, and am pleased to certify that the budget, financial and performance data are complete and reliable.

Henrietta H. Fore

USAID Administrator and Director of U.S. Foreign Assistance

February 1, 2008

MESSAGE FROM THE USAID ADMINISTRATOR 

AND DIRECTOR OF U.S. FOREIGN ASSISTANCE
 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The Department of State is the lead institution for the conduct of

American diplomacy and the Secretary of State is the President’s

principal foreign policy advisor. Headquartered in Washington, D.C.,

the Department’s mission is carried out by six regional bureaus, the

Bureau of International Organization Affairs, and numerous functional

and management bureaus.The Department has an extensiveworldwide

presence, with 260 embassies, consulates, and other posts worldwide.

The Department’s success in achieving its mission is due to the

creativity, knowledge, skills, and integrity of its dedicated team of

employees. The Foreign Service is a diplomatic corps of more than

11,000 employees dedicated to representing America and responding

to the needs of American citizens living and traveling around the

world. The Department’s Civil Service corps, totaling more than 8,000

employees, provides continuity and expertise in accomplishing all

aspects of the Department’s mission. There are also more than 37,000

Locally Engaged Staff at overseas posts – all dedicated employees working together to achieve the Department’s strategic goals and

to implement U.S. foreign policy. 

The United States Agency for International Development (USAID)

is the U.S. Government’s lead institution for reducing poverty in the

developing world. USAID pursues this aim by mobilizing the full range

of America’s public and private capabilities and resources and by

linking those resources effectively with the governments and people

served through an outstanding, on-the-ground presence. USAID

implements programs in more than 100 countries through its eight

Washington bureaus and more than seventy-five field missions. More

than 76 percent of USAID’s 7,900 employees(including Foreign Service,

Civil Service, Foreign ServiceNational,and personalservice contractors)

serve overseas. Since 2001, USAID has employed a public-private

alliance model that leveraged $5.8 billion in cash and in-kind

contributionsfrom over 1,700 alliance resource partners. Such partners

include more than 100 universities and 20 of the top 50 Fortune 500

companies. As part of foreign assistance reform, the USAID

Administratorservesconcurrently as Director of U.S. ForeignAssistance

in the Department of State.

OUR ORGANIZATIONS

A former state-run Romanian orphanage has been 

transformed into a modern child welfare center with U.S. 

Government assistance. A 6-year-old boy, pictured with 

USAID Administrator Henrietta Fore, attends an on-site day 

care program that delivers a complement of rehabilitative 

treatments. USAID Photo/Razvan Chirita

Secretary of State Condoleezza Rice shakes hands with 

students holding American and Australian flags at the 

Peninsula Boys and Girls Club in Menlo Park, California. 

AP Photo/Paul Sakuma
performance highlights 

The Department of State and USAID are committed to using performance management best practices to

ensure the most advantageous U.S. foreign policy and development outcomes, and promote greater

accountability to our primary stakeholders, the American people. At both agencies, performance

management is a multi-part process:setting strategic goals and priorities;monitoring program activities;collecting

data and measuring progress toward achievement of goals; using performance information to influence program

and resource allocation decision-making; and communicating results to stakeholders, as illustrated in the diagram

below. 

The Department and USAID have taken a series of steps to improve the coordination of budget and performance

planning and reporting in order to better align programs with management resources. For example, the two

agencies developed a joint planning process in preparing the Foreign Assistance and State Operations budget

requests and this year, for the first time, key performance measures are linked to these requests. The breadth and

complexity of these measures preclude linking resources to each indicator individually, but the performance

indicators are grouped under clearly defined strategic priority areas, which are in turn linked to budget requests. 

The following Performance Highlights section presents the

Department of State and USAID ratings on the

President’s Management Agenda scorecards, the

status of programs assessed through the Office of

Management and Budget’s Program Assessment Rating Tool, key management challenges for both agencies, and a discussion of the

public benefits of the shared USAID and

Department of State strategic goals, including a representative set of performance

indicators and the status of progress toward

achieving them. A full discussion of these

indicators is included in the organizations’

2007 Annual Performance Reports and 2009

Annual Performance Plan, found in the Congressional Budget Justification.

D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 

Performance

Management

communicating

results

Planning

and Setting

goals

Monitoring

Activities

collecting Data

and Measuring

results

Using

Data for

DecisionMaking

1

2

3

4

5
 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The President’s Management Agenda (PMA) is the President’s strategy for improving the

management and performance of the federal government, with a focus on results. The PMA

contains five government-wide and nine agency-specific initiatives that hold federal agencies to

a standard of excellence for achieving results that matter to the American people. On an annual basis, the

Department works with the Office of Management and Budget (OMB) to set a vision for where the agency

would be “Proud To Be” the following year on PMA goals. The Department and OMB then strategize on how best to accomplish

“Proud To Be” goals through incremental progress on each initiative. OMB tracks agency activities and issues a PMA executive

scorecard on a quarterly basis, which rates the Department’s progress and overall status for each of the PMA initiatives using a

color-coded grading scale of red, yellow, and green.

Improving management performance has been an important priority and to date the Department has achieved green status for

three of the five government-wide initiatives as well asfor two agency-specificinitiatives: Federal Real PropertyAsset Management

and Right-Sized Overseas Presence. Below are the Department’s complete scorecard results as of September 30, 2007. For more

information please visit: http://www.whitehouse.gov/results/agenda/scorecard.html.

PMA Initiative Description Status Progress

Strategic Management of 

Human Capital

Build, sustain, and deploy effectively a skilled, knowledgeable, diverse and high-performing workforce aligned with

mission objectives and goals.

Improved Financial 

Performance

Implement world-class financial services that support

strategic decision-making, mission performance, and

improved accountability to the American people.

Competitive Sourcing Achieve efficient, effective competition between public

and private sources and establish infrastructure to support

competitions.

Performance 

Improvement

Improve the performance and management of the federal

government by linking performance to budget decisions

and improve performance tracking and management. The

ultimate goal is better control of resources and greater

accountability over results.

Expanded Electronic 

Government

Expandthefederalgovernment’suseofelectronictechnologies

(such as e-procurements, e-grants, and e-regulation) so that

Americans can receive high-quality government service.

Federal Real Property 

Asset Management 

Promote the efficient and economical use of America’s real

property assets.

Right-Sized Overseas 

Presence (OMB Lead)

Reconfigure U.S. Government overseas staff allocation to the

minimum necessary to meet U.S. foreign policy goals.

Explanation of Status Scores:

	 Agency meets standards for success

	 Agency has achieved intermediate levels of performance

	 Agency has any number of serious flaws 

Explanation of Progress Scores: 

	 Implementation is proceeding according to plan

	 There is some slippage in implementation schedule or quality

of products

	 Initiative is in serious jeopardy

PERFORMANCE HIGHLIGHT S

the president’s management agenda
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 

S

ince 2001, USAID has demonstrated steady improvement in its PMA scorecard ratings reflecting the

Agency’s commitment to improving performance and management of its operations. Six years ago, all

USAID’s PMA initiatives were rated “red” for status and progress. Now, except for one, all scorecards

are green or yellow in status and progress. Below are the Agency’s scorecard results as of September 30, 2007.

For more information, please visit http://www.whitehouse.gov/results/agenda/scorecard.html.

PMA Initiative Description Status Progress

Strategic Management of 

Human Capital

Build, sustain, and deploy effectively a skilled, knowledgeable, diverse, and high-performing workforce aligned with

mission objectives and goals.

Improved Financial 

Performance

Implement world-class financial services that support

strategic decision-making, mission performance, and

improved accountability to the American people.

Competitive Sourcing Achieve efficient, effective competition between public

and private sources and establish infrastructure to support

competitions.

Performance 

Improvement

Improve the performance and management of the federal

government by linking performance to budget decisions

and improve performance tracking and management. The

ultimate goal is better control of resources and greater

accountability over results.

Expanded Electronic 

Government

Expand the federal government’s use of electronic

technologies (such as e-procurements, e-grants, and eregulation) so that Americans can receive high-quality

government service.

Federal Real Property 

Asset Management 

Promote the efficient and economical use of America’s real

property assets.

Faith-Based and 

Community Initiatives 

Identify and remove the inexcusable barriers that thwart the

work of faith-based and community organizations.

Explanation of Status Scores:

	 Agency meets standards for success

	 Agency has achieved intermediate levels of performance

	 Agency has any number of serious flaws 

Explanation of Progress Scores: 

	 Implementation is proceeding according to plan

	 There is some slippage in implementation schedule or quality

of products

	 Initiative is in serious jeopardy

PERFORMANCE HIGHLIGHT S

the president’s management agenda
 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The Office of Management and Budget’s (OMB) Program Assessment Rating Tool (PART) is used by agencies

across the Federal Government to assess program performance and to drive a sustained focus on program

results. PART assessments review overall program effectiveness, from how well a program is designed to

how well it is implemented and what results it achieves. Programs are rated in five categories: Effective, Moderately

Effective, Adequate, Ineffective, and Results Not Demonstrated.

Since 2002, the Department and OMB have used PART to review a total of 52 programscovering State Operations and ForeignAssistance, three

of which are jointly administered with USAID.The chart below lists these programs and their PART scores and ratings. None of the Department’s

programs are rated as Ineffective or Results Not Demonstrated, whereas 22 percent of U.S. Government programs carry one of these two

ratings. For additional information on PART and these assessments, please visit http://www.expectmore.gov.

Program Name Score and Rating

Contributions to International Atomic Energy

Agency

98% Effective

Educational & Cultural Exchanges, NEA/SCA 97% Effective

Educational & Cultural Exchanges, Global 97% Effective

Capital Security Construction 97% Effective

Migration & Refugee AssistanceProtection 96% Effective

UN High Commissioner for Refugees 96% Effective

South Asia Military Assistance 93% Effective

Humanitarian Demining 93% Effective

Migration & Refugee Assistance-Other 93% Effective

International Boundary & Water Commission 92% Effective

Visa & Consular Services 92% Effective

Worldwide Security Upgrades 92% Effective

Humanitarian Migrants to Israel 91% Effective

Contribution to UN Development Program 91% Effective

Contribution to UNICEF & Other Programs 91% Effective

Global Peace Operations Initiative 91% Effective

Security Assistance for Western 

Hemisphere

90% Effective

Export Control Assistance 90% Effective

Nonproliferation & Disarmament Fund 89% Effective

Foreign Service Institute 88% Effective

Support for East European Democracy/FSA 88% Effective

U.S. Embassy Compound Security 87% Effective

International Peacekeeping Activities 86% Effective

Refugee Admissions to the U.S. 86% Effective

Non-Security Embassy Construction 86% Effective

Terrorist Interdiction Program 85% Effective

Anti-Terrorism Assistance 85% Effective

Organization for Security and 

Cooperation in Europe

83% Moderately Effective

Contributions to International Organizations 82% Moderately Effective

Program Name Score and Rating

Military Assistance to NATO & NATO 

Aspirant Nations

82% Moderately Effective

Assistance to Refugees 82% Moderately Effective

Security Assistance to Sub-Saharan 

Africa

77% Moderately Effective

Global Threat Reduction 76% Moderately Effective

President’s Emergency Plan for AIDS 

Relief (PEPFAR)-Focus Countries

73% Moderately Effective

Protection of Foreign Missions and Officials 72% Moderately Effective

Economic Support Fund-Western 

Hemisphere

71% Moderately Effective

Security Assistance for Near East Asia 69% Adequate

Economic Support Fund-Africa 67% Adequate

Human Rights and Democracy Fund 66% Adequate

PEPFAR-Global Fund 65% Adequate

Interagency Cooperative Administrative

Support Services

65% Adequate

Contributions to International Fisheries

Commissions

59% Adequate

Public Diplomacy 59% Adequate

PEPFAR-Other Bilateral Programs 58% Adequate

International Narcotics Control & Law 

Enforcement (INCLE), Africa/Asia

53% Adequate

INCLE, WHA 53% Adequate

Andean Counterdrug Initiative 52% Adequate

International Information Programs 50% Adequate

INCLE, South Asia 50% Adequate

Legend

Effective (85-100%)

Moderately Effective (70-84%)

Adequate (50%-69%)

State Operations PARTs

Foreign Assistance PARTs

PROGRAM ASSESSMENT RATING TOOL (PART)

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 

USAID uses PART assessments to direct program improvements and hold managers accountable for

those improvements. PART findings inform funding requests and management actions. PART

indicators are integrated into Missions’ Operational Plans and Performance Management Plans,

where appropriate, with resulting data used to support implementation and help inform future activity

development. PART data are also reported annually by overseas Missions for aggregation into broader Agency

reporting. 

To date, USAID and the Office of Management and Budget have used the PART to review 14 programs administered by USAID, three

of which are jointly administered with the Department of State. Of the 14 programs, nine were assessed as Moderately Effective, and

five as Adequate. None of the Agency’s PART programs were rated Ineffective or Results Not Demonstrated. For additional information

on USAID’s PART status, please visit http://www.expectmore.gov.

Program Name Score and Rating

Office of Transition Initiatives 80% Moderately Effective

Child Survival and Health - Population 78% Moderately Effective

Development Credit Authority 77% Moderately Effective

Development Assistance to Latin America and the Caribbean 75% Moderately Effective

Child Survival and Health for Latin America and the Caribbean 75% Moderately Effective

US Agency for International Development Administration

and Capital Investment

70% Moderately Effective

USAID’s Development Assistance for Sub-Saharan Africa 66% Adequate

Food Aid for Emergencies and Development

(Public Law 480 Title II)

61% Adequate

US Agency for International Development Climate

Change Program

58% Adequate

Africa Child Survival and Health 58% Adequate

International Disaster and Famine Account 57% Adequate

Department of State/USAID joint part programs

Program Name Score and Rating

Assistance to Transforming Countries 80% Moderately Effective

Assistance to Developing Countries 75% Moderately Effective

Assistance to Rebuilding Countries 73% Moderately Effective

PROGRAM ASSESSMENT RATING TOOL (PART)

PERFORMANCE HIGHLIGHT S

Legend

Effective (85-100%)

Moderately Effective (70-84%)

Adequate (50%-69%)
10 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Below is an abridged version of the statement from the Office of Inspector General (OIG) that highlights

the Department’s most serious management and performance challenges for 2007, followed by a

brief assessment of progress toward addressing those challenges. For the full statement found in the

Department’s 2007 Financial Report, please visit: http://www.state.gov/s/d/rm/rls/perfrpt/2007/.

Protection of People and Facilities

Security Upgrades

Action Taken The Department addressed security vulnerabilities at overseas posts through new construction and security upgrade programs.

Actions

Remaining

The Department must identify and fund interim solutions to address security vulnerabilities at facilities awaiting long-term new construction or

security upgrades.

Emergency Preparedness

Action Taken The Department opened a Domestic Emergency Command Center to handle emergencies and implemented a Warden Program that trains

wardens to assist employees in evacuating a building or directing them to designated shelter.

Actions

Remaining

The Department needs to continue developing Facility Emergency Action Plans for all Washington area facilities and develop and implement

domestic policies and procedures.

Strengthening Information Security

Action Taken The Department created the Information Security Steering Committee to help resolve differences in the information security process. Training and

awareness, contingency planning, and incident response are the strongest areas of operational development.

Actions

Remaining

The Department must strengthen program planning elements, clarify roles and responsibilities for inventory management, establish

accountability for the maintenance of accurate inventory records, improve the planning process, increase funding for the Office of Information

Programs and Services, and reevaluate existing policies regarding cellular phones.

Improving Financial Management by Providing Complete Financial Statements in a Timely Manner

Action Taken The Department received an unqualified (“clean”) audit opinion on its FY 2006 financial statements. In 2007, the Department improved its

processes for accounting for real and personal property, and implemented a new central (“core”) financial management system. For the FY 2007

financial statements, the independent auditor was unable to express an opinion. Due to the complexities involved with installing the new core

financial system, State was unable to fully provide supporting material in a timely manner, and the independent auditor was unable to perform

other procedures to satisfy themselves as to the accuracy of the financial statements in time to meet the November 15, 2007 reporting date

established by OMB.

Actions

Remaining

The Department needs to provide financial statements and documentation in a timely manner and address weaknesses in controls over personal

property, undelivered orders and financial systems. 

Human Resources – Staffing

Action Taken The Director General of the Foreign Service and the Bureau of Human Resources redesigned the assignment system to fill key overseas positions,

changed the Foreign Service examination process, took steps to strengthen the retirement office, and launched a shared services structure for

certain human resources functions.

Actions

Remaining

The Department’s shared services centers should consider consolidating certain HR functions into a single center and undertake more rigorous

planning and analysis to lay out clear objectives for the Global Repositioning Program. The Department also needs to overcome a 15% deficit in

mid-ranked Foreign Service positions.

Counterterrorism and Border Security – Cross-Border Initiatives

Action Taken Regional security officers were assigned to each border consulate to improve the security of the consulates and enhance the coordination of

cross-border law enforcement issues that affect bilateral commercial development. 

Actions

Remaining

The Department must focus on prioritizing non-consular issues in the operations of border posts by providing posts with the staff and attention

to coordinate on U.S. business interests, environmental safety, quality of life and border security.

Public Diplomacy Coordination

Action Taken The Department has improved public diplomacy coordination by implementing recommendations from the OIG and the Government

Accountability Office and improving strategic planning. The Department also has made progress in measuring the impact and outcomes of public

diplomacy efforts.

Actions

Remaining

A long term challenge for the Department is to increase public diplomacy officers’ foreign language capabilities.

Post-Conflict Resolution and Stabilization – Restructuring of S/CRS

Action Taken The Office of the Coordinator for Reconstruction and Stabilization (S/CRS) has a new relationship with the Director of Foreign Assistance, a major

role in implementing the S/CRS charter in the National Security Presidential Directive-44, a lead role in developing the Civilian Reserve Corps,

and management of the Department of Defense FY 2007 $100 million transfer authority.

Actions

Remaining

S/CRS needs to restructure so that the organizational structure reflects the actual delineation of responsibilities and promotes coordination and

communications.

U.S. Department of State MANAGEMENT CHALLENGES

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 11

Below is a summary of a statement prepared by USAID’s Office of the Inspector General (OIG) that outlines

what the OIG considers the most serious management and performance challenges facing the Agency. A

summary of the issues, actions taken in 2007, and the actions remaining are presented for each area of

concern. USAID aggressively pursues corrective actions for all significant challenges, whether identified by the OIG,

Government Accountability Office, or other sources. For additional information, please visit: http://www.usaid.gov/policy/afr07/.

Financial Management – Accrual Accounting and Reporting

Action Taken USAID prepared a quarterly reconciliation of its Phoenix Accruals System and documented and resolved all differences. The Agency implemented

a new web-based training course for all current Cognizant Technical Officers (CTOs) and updated its mandatory Accruals training course.

Actions

Remaining

The quarterly report will be reviewed for one more accrual cycle. Target completion date: February 29, 2008.

Managing for Results – Performance Improvement Initiative

Action Taken USAID issued its Operational Plan Guidance for 2007 and trained 1,000 employees on the new requirements. The Agency worked closely with the

Department and OMB to improve planning and coordination of the Performance Improvement scorecard, and developed an operating expense

integration plan for the 2009 budget submission.

Actions

Remaining

All actions completed.

 Managing for Results – Performance Management and Reporting

Action Taken USAID highlighted the importance of Data Quality Assessments (DQA) in its 2008 Operational Plan Guidance. The guidance reiterates policies

and procedures that ensure performance data is complete, accurate, and as consistent as resources permit. The guidance requires DQAs for all

performance data reported to Washington at least every three years.

Actions

Remaining

All actions completed.

Acquisition and Assistance – Competitive Sourcing

Action Taken USAID completed its second competition under the competitive sourcing initiative of Directives and Records Management functions. 

The competition was won by the in-house Most Efficient Organization (MEO) and is expected to save USAID $795,000 over the next five years. 

In June, the Business Transformation Executive Committee approved a revised competitive sourcing strategy that focuses on agency-wide

functions and examines a wide range of outsourcing, insourcing, and contract restructuring options to increase efficiency. The first feasibility

study based on the revised strategy is the Washington-based Administrative Support Services.

Actions

Remaining

Target completion date: Achieved “yellow” status in Competitive Sourcing in the first quarter of 2008.

Acquisition and Assistance – Procurement Processes and Systems

Action Taken USAID piloted a new automated contract writing system and launched contracting and assistance templates to standardize solicitations for

contracts and grants. A web-based reporting system for contracts and grants was implemented to replace outmoded systems. The Contract

Review Board published findings and best practices. 

Actions

Remaining

Additional staff is needed to support programs for AIDS, Iraq, Afghanistan, other critical initiatives and to replace retiring staff. Further progress

depends on availability of additional financial resources. Target completion date: September 30, 2009.

Human Capital – Realign Staffing to Support the New Foreign Assistance Framework

Action Taken USAID made final decisions on restructuring the field and studied how to best structure Washington. The Agency continued to update and refine

the Workforce Planning Model (WPM) to reflect the new organizational structures and business model. 

Actions

Remaining

Complete Washington analysis and refine WPM to more accurately project personnel requirements and refine WPM’s budget tool to more

accurately estimate Operating Expense costs. Target completion date: June 30, 2008. 

Human Capital – Close Skills Gaps Through Recruitment, Retention, Training

Action Taken USAID rolled out the new Learning Management System (LMS) in Washington, began work on its competency management module and

conducted the first Agency Human Capital Survey and self-audit covering talent management.

Actions

Remaining

Activate the LMS competency management module, the succession planning component, and work to add the Skills Inventory feature. Target

completion date: March 31, 2008. Conduct gap analysis based on restructuring and create draft plan for closing selected quantitative skills gaps.

Target completion date: September 30, 2008.

Information Technology (IT) – Strategic Planning

Action Taken USAID discussed with the Department of State the integration of State’s intranet and other USAID infrastructure requirements and the associated

costs. USAID also pursued an independent IT Strategic Plan, which will share similar objectives but will be focused on USAID’s unique challenges

and needs. An initial draft plan has been developed and reviewed.

Actions

Remaining

Complete the Final IT Strategic Plan 2007-2012. Target completion date: February 29, 2008.

IT – Institutionalizing IT Governance

Action Taken To comply with federal legislation and industry best practices, the Office of the Chief Information Officer (OCIO) began documenting services

provided and the functional responsibilities of each OCIO division. The IT Steering Subcommittee to BTEC was chartered to make

recommendations on Agency IT governance and services.

Actions

Remaining

Finalize the “IT Governance Manual.” Target completion date: February 29, 2008.

Train IT Project Managers on the Manual. Target completion date: March 28, 2008.

USAID MANAGEMENT CHALLENGES

PERFORMANCE HIGHLIGHT S
12 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

S

ecretary of State Rice’s vision of “transformational diplomacy” requires that American diplomacy and foreign assistance

function in an integrated fashion to advance our security interests, our development efforts, and our democratic ideals. The

Department of State/USAID Joint Strategic Goal Framework defines the primary aims of U.S. foreign policy and development

assistance as well as the strategic priorities within each of those goals for the coming years. As new priorities emerge and are

identified,the framework is adjusted accordingly.The framework also functions as an analytical tool aimed at targeting U.S.Government

resources efficiently and effectively within countries and at the regional and global level.

The joint strategic goals of the Department of State and USAID also integrate the vision anchored by the President’s National Security

Strategy, and are described in the agencies’ Joint Strategic Plan for Fiscal Years 2007-2012 (http://www.state.gov/s/d/rm/rls/

dosstrat/2007/). 

Strategic Goal Strategic Priorities

1 Achieving Peace and Security 	 Counterterrorism

	 Combating Weapons of Mass Destruction and Destabilizing

Conventional Weapons

	 Security Cooperation and Security Sector Reform

	 Conflict Prevention, Mitigation, and Response

	 Transnational Crime

	 Counternarcotics

	 Homeland Security

2 Governing Justly and Democratically 	 Rule of Law and Human Rights

	 Good Governance

	 Political Competition and Consensus-Building

	 Civil Society

3 Investing in People 	 Health

	 Education

	 Social Services and Protection for Especially Vulnerable Populations

4 Promoting Economic Growth and Prosperity 	 Private Markets and Competitiveness

	 Trade and Investment

	 Financial Sector

	 Infrastructure

	 Energy Security

	 Agriculture

	 Macroeconomic Foundation for Growth

	 Economic Opportunity

	 Environment

5 Providing Humanitarian Assistance 	 Protection, Assistance, and Solutions

	 Disaster Prevention and Mitigation

	 Orderly and Humane Means for Migration Management

6 Promoting International Understanding 	 Offer a Positive Vision

	 Marginalize Extremism

	 Nurture Common Interests and Values

7 Strengthening Consular and Management 

Capabilities

	 Visa Services

	 Passport Services 

	 American Citizen Services

	 Human Resources 

	 Information Technology

	 Diplomatic Security 

	 Overseas Facilities

	 Planning and Accountability 

	 Administrative Services

	 Rightsizing the U.S. Government Overseas Presence

DEPARTMENT OF STATE/USAID JOINT STRATEGIC GOAL FRAMEWORK

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 13

Consistent with Secretary Rice’s initiative to integrate Department of State and USAID planning and reporting efforts, an

inter-agency working group selected a representative set of 101 indicators to measure the two agencies’ progress toward

achieving the seven joint strategic goals. This indicator set reflects U.S. Government foreign policy priorities and major areas

of investment, and includes indicators from the Program Assessment Rating Tool assessments. The indicators are a mix of annual

measures directly attributable to U.S. Government activities and longer-term indicators that reflect the combined investments of

donors, multilateral organizations, non-governmental organizations, and host governments, and to which the annual measures

contribute.

The 101 performance measures are included in the Foreign Assistance and State Operations 2007 Performance Reports and 2009

Performance Plans contained in the Congressional Budget Justifications, linking performance to the budget request. Since the baseline

for many of these indicators is 2007, it will take a minimum of two years before sufficient data are collected and associated trends

analyzed to fully inform program and budget decision-making. All of the performance indicators and their 2007 results are listed by

State Operations or Foreign Assistance classification at the end of this section, along with weblinks for more details. A few illustrative

indicators are highlighted in the following section, which is organized by strategic goal and accompanied by explanations of each goal

and a description of the impact of each of the indicators.

The graphs below summarize the ratings of the 101 indicators: green representing indicators that are on target; blue representing

indicators that are 10 percent or more above target; and yellow representing indicators that are 10 percent or more below target.

2007 PERFORMANCE RESULTS

PERFORMANCE HIGHLIGHT S

2007 PERFORMANCE RESULTS

State Operations

Below Target

6	Performance	Indicators

12% Above Target

12	Performance	Indicators

24%

On Target

31	Performance

Indicators

64%

2007 PERFORMANCE RESULTS

Foreign Assistance

Below Target

6	Performance

Indicators

13%

Above Target

24	Performance	Indicators

55%

On Target

14	Performance

Indicators

32%

10 percent or more above target On Target 10 percent or more below target

Notes:

*One indicator is not reflected in the State Operations performance percentages because it is new for 2007.

** Five indicators are not reflected in the Foreign Assistance performance percentages, because they are long-term and although

they report annual results, annual targets are not set. Two additional indicator results were not available in 2007.

Total Number of Indicators = 50* Total Number of Indicators = 51**
14 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Public Benefit

The United States promotes peace, liberty, and prosperity

for all people, and security is a necessary precursor to

these worthy goals. The U.S. Government directly

confronts threats to national and international security from

terrorism, weapons proliferation, failed or failing states, and

political violence. In doing so,we strengthen the capability of the

U.S. Government and of international partners to prevent or

mitigate conflict, stabilize countries in crisis, promote regional

stability, protect civilians, and promote the just application of

government and law. Our security is best guaranteed when our

friends and neighbors are secure, free, prosperous, and at peace.

In the U.S. Government’s efforts to protect American citizens and

our national interests overseas, our strategic priorities include:

fighting transnational crime; countering terrorism; combating

weapons of mass destruction;supporting stabilization operations

activities and security sector reforms;supporting counternarcotics

activities; sponsoring conflict mitigation and reconciliation; and

ensuring homeland security.

2007 RESOURCES INVESTED: $11.6 billion

State Operations: $2.896 billion

Foreign Assistance: $8.695 billion

STRATEGIC PRIORITIES

Counterterrorism: In this area the U.S. Government trains law enforcement agencies in partner countries, provides state-of-the art

computer database systems that enable identification of suspected terrorists attempting to transit air, land or sea ports of entry,

delivers technical finance assistance and training to improve the ability of law enforcement agencies to investigate, identify and

interdict the flow of money to terrorist groups, and supports activities that deradicalize youth and prisoners.

The indicator below summarizes the performance of U.S. counterterrorism training activities in eighteen countries. Training allies to

battle terrorism is a smart and efficient way to extend a protective net beyond our borders and ensure that terrorism is thwarted before

it reaches the U.S., while at the same time strengthening U.S. Government partnerships. One of these countries is Colombia, where

terrorism remains a significant threat to U.S. national security. Programs in Colombia provide training to assist the Government of

Colombia in detecting and eliminating terrorist threats and in protecting facilities, individuals, and infrastructure. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Foreign People Trained

in Counterterrorism By U.S. 

Government Programs

N/A N/A 2,192 1,925 2,600 3,000

STRATEGIC GOAL 1: ACHIEVING PEACE AND SECURITY

PERFORMANCE HIGHLIGHT S

U.S. Secretary of State Condoleezza Rice with Palestinian 

Authority President Mahmoud Abbas, left, and Israeli Prime 

Minister Ehud Olmert, right, collaborate to commit Israel and 

the Palestinian Authority to intensive negotiations towards 

establishing an independent Palestinian state alongside Israel. 

AP Photo/United States Embassy, Matty Stern

$

FY 2007 RESOURCES INVESTED:

$11.6 Billion

State

Operations

$2.896

Billion

Foreign

Assistance

$8.695 Billion

State Operations

Foreign Assistance

State Operations

Foreign Assistance

FY 2007 RESOURCES INVESTED:

$11.6 Billion

State

Operations

$2.896

Billion

Foreign

Assistance

$8.695 Billion

State Operations

Foreign Assistance

State Operations

Foreign Assistance
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 15

Combating Weapons of Mass Destruction (WMD) and Destabilizing Conventional Weapons: Activities in this area aim to prevent

the proliferation of, and trafficking in, WMD and involve many policy initiatives, such as denuclearization of North Korea, and the

Proliferation Security Initiative. This area also includes several foreign assistance programs, including the Global Threat Reduction

Program, the Export Control and Related Border Security program (EXBS), and a new program to support partner capacity building to

prepare and respond to a WMD terrorist attack. 

One of the most important policy initiatives in this area has been restraining Iran’s nuclear program. For 2007, the U.S. goal was a full

and verified suspension of all of Iran’s proliferation-sensitive nuclear enrichment-related activities, Iran’s full cooperation with the

International Atomic Energy Agency (IAEA), and to enter into good faith negotiations with Iran regarding stopping their pursuit of

fuel-cycle capabilities. Resultsin 2007, however, did not meet expected targets. Iran hascontinued to refuse to suspend its proliferation

of sensitive nuclear activities, violating UN Security Council Resolutions 1737 and 1747, and has failed to fully cooperate with the IAEA

to resolve all outstanding questions about its past program. Iran has also refused to admit its past nuclear weapons-related work or

to permit verification that this work has halted.

Strong strategic trade and border control systems are the front line of our efforts to prevent the proliferation of weapons of mass

destruction. The following indicator measures U.S. progress worldwide in instituting strategic trade and border controls. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Cumulative Number of Countries

That Developed Valid EXBS Programs

Meeting International Standards

5 8 10 12 13 14

Security Cooperation and Security Sector Reform: Responsible governments must deal with threats within their own borders and

address international problems in partnership with the U.S. Government and others. Diplomatic and development activities in this area

promote U.S. interests around the world by ensuring thatcoalition partners and friendly governments are equipped and trained to work

toward common security goals. 

In 2007, the U.S. had a number of targets regarding compliance with arms control, nonproliferation, and disarmament agreements and

commitments, which it met by completing and submitting the 2007 Arms Control Report, the 2004-2006 Chemical Weapons 10C

Report, and the Report to Congress on the ConventionalArmed Forcesin Europe Treaty Condition Five. Additionally,the U.S.Government

resolved replacement issues for Libya’s Scud missiles and worked to address other missile-related and long-standing Strategic Arms

Reduction Treaty implementation issues.

Foreign military training programs carried out by the U.S. Government increase capacity and skills in host countries and strengthen

their ability to enforce peace and security. Performance results from 23 countries receiving U.S. Government assistance are highlighted

below. One of the countries reported on is Burkina Faso, where regional stability is the primary goal of the U.S. Government. With U.S.

International Military Education and Training (IMET) assistance, Burkina Faso’s military officers have undertaken professional

development at U.S. military schools, thus enhancing their leadership capabilities and fostering a better understanding of the role of

the military in a civilian government. IMET graduates are present in the senior ranks of the military, with the senior-most serving as

the Army Chief of Staff.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of U.S. Trained Personnel at

National Leadership Levels N/A N/A 608 958 1,297 1,400

Conflict Prevention, Mitigation, and Response: U.S. Government diplomatic and development activities support conflict mitigation,

peace, reconciliation, and justice processes. Programs are designed to meet specific needs of a country’s transition, establishing a

PERFORMANCE HIGHLIGHT S
16 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

foundation for longer-term development by promoting reconciliation, fostering peace and democracy, and jump-starting nascent

government operations.

The indicator below highlights U.S. Government training assistance that improves the capacities of key stakeholders to negotiate,

thereby empowering those individuals to better mitigate conflict both within their group and between groups, as well as training them

to be effective in implementing and managing peace processes. The information summarized below is aggregated from nine country

programs, including the Philippines. During 2007, over 700 villages in the Philippines were targeted for training in conflict mitigation,

elevating the role of women as peace advocates and mediators of dispute. The 2008 and 2009 targets have been adjusted downwards

because of program implementation delays in Nepal.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of People Trained in Conflict

Mitigation/Resolution Skills with

U.S. Assistance

N/A N/A 13,579 17,965 5,449 5,000

Transnational Crime: Activities in this area contribute to

decreasing cross-border crimes that threaten the stability of

countries, particularly in the developing world and in countries

with fragile economies. U.S. Government programs provide

operational support and training to strengthen countries’ ability

to detect, investigate, prosecute and prevent transnational

criminal activities. 

Counternarcotics: Programs in this area help reduce the flow of

drugs to the United States, address instability in the Andean

region, and strengthen the ability of both source and transit

countries to investigate, block, and prosecute major drug

trafficking organizations.

The indicator below summarizes one measurement of law

enforcement effectiveness and the efficacy of assistance in

providing host governments with operational support, equipment, and training in the eradication of illicit drug crops. The

data are an aggregation of program performance in six countries. Results for 2007 were below target due to Mexico’s changes in

program emphasis and internal reallocation, which resulted in funds not being expended for eradication in 2007. The decreased 2008

target reflects a reduction of funding for Colombian eradication programs as more funding will be directed to developing alternative

livelihoods. The target for 2009 is pending as the U.S. Government is reviewing with host governments the target setting

methodology.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Hectares of Drug Crops Eradicated

Annually in U.S. Government-Assisted

Areas

N/A N/A 211,650 177,452 182,975 Pending

Homeland Security: Our mission is to create conditions abroad that serve and protect American citizens and interests. Assistance to

consular and infrastructure protection programs plays a critical role in protecting American borders, transportation systems, and

essential infrastructure. 

PERFORMANCE HIGHLIGHT S

R. Nicholas Burns, Under Secretary for Political Affairs, shakes 

hands with United Arab Emirates (UAE) officials as he is received 

by Abdulaziz Sager, Chairman of the Gulf Research Center, right, 

after he arrived in the center for a press conference in Dubai, UAE. 

AP Photo/Kamran Jebreili
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 17

Public Benefit

The U.S. Government supports just and democratic governance for three

distinct but related reasons: as a matter of principle; as a contribution to U.S.

national security; and as a cornerstone of our broader development agenda.

Governments that accept the twin principles of majority rule and individual rights,

respond to the needs of their people, and govern by rule of law, are more likely to

conduct themselves responsibly toward other nations. Effective and accountable

democratic states are also best able to promote broad-based and sustainable

prosperity. The U.S. Government goal is to promote and strengthen effective

democracies and assist countries in moving along a continuum toward democratic

consolidation. Our programs encompass the strategic priority areas of rule of law and

human rights, good governance, political competition and consensus-building, and

civil society.

2007 RESOURCES INVESTED: $2.65 billion

State Operations: $.550 billion

Foreign Assistance: $2.132 billion

STRATEGIC PRIORITIES

Rule of Law and Human Rights: Activities in this area advance and protect human and individual rights as embodied in the Universal

Declaration of Human Rights and international conventions to which states are signatories, and promote societies in which the state

and its citizens are accountable to laws that are publicly promulgated, equally enforced, and independently adjudicated, consistent

with international norms and standards.

The indicator below monitors improved courtcase management as reported by 21 country programs. Improved courtcase management

leads to a more effective judicial system by decreasing case backlog and case disposition time, reducing administrative burdens on

judges, increasing transparency of judicial procedures and improving compliance with procedural law. The target for 2007 was not met

due to lower than expected results in Colombia, which comprises 50 percent of the overall 2007 target. The U.S. Government program

in Colombia will not emphasize this indicator in the future, as it does not accurately capture the program’s focus, which evolved to be

more closely aligned with enhanced training and technical assistance for justice sector actors, increased public access to justice, and

stronger law enforcement capabilities. The 2008 and 2009 targets for this indicator have been adjusted accordingly. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of U.S. Assisted Courts with

Improved Case Management N/A N/A 610 350 477 500

Good Governance: Assistance in this area promotes democraticinstitutionsthat are effective,responsive,sustainable, and accountable

to the people and which include institutional checks and balances. Constitutional order, legal frameworks, and judicial independence

constitute the foundation for a well-functioning society, but they remain hollow unless the host government has the capacity to apply

these tools appropriately.

STRATEGIC GOAL 2: GOVERNING JUSTLY AND DEMOCRATICALLY

PERFORMANCE HIGHLIGHT S

Supporters for democracy in Burma hold a 

candlelight vigil in New Delhi, India. 

AP Photo/Gurinder Osan

State Operations

Foreign Assistance

State

Operations

$2.896

Billion

Foreign

Assistance

$8.695 Billion

State Operations

Foreign Assistance

State Operations

Foreign Assistance
18 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

For example, Egypt is a key U.S. partner in the Middle East and political reform and modernization of the Egyptian judiciary is critical to

promoting good governance and the expansion of civil liberties for the entire region. Women have traditionally had unequal access to

government forums, restraining their potential contributions to good governance, economic and social development. However, in 2007,

the Government of Egypt appointed its first 30 women judges, a major accomplishment of U.S. Government assistance in this area. 

The World Bank’s Government Effectiveness indicator highlighted below measures the quality of a country’s public service provisions,

the independence of the civil service from political pressures, and the credibility of the government’s commitment to public policy.

The countries that receive the majority of U.S. Government funding in this area, Iraq, Egypt, Jordan, West Bank and Gaza (WB/Gaza),

and Lebanon, are tracked by this long-term indicator. Although annual results are reported for this indicator, annual targets are not set

due to its long-term nature. This indicator uses a scoring scale for each country from -2.5 to 2.5 (higher average values equal higher

quality of governance).

Performance Indicator 2005 

Results

2006 

Results

2007 Results

(Baseline)

2015 

Target

Number of Targeted Countries with an

Increase in Government Effectiveness N/A N/A

Iraq: -1.7 Egypt: -0.41 

Jordan: 0.19 WB/Gaza: -1.11 

Lebanon: -0.45

Significant improvement in at

least 3 of these 5 countries

Political Competition and Consensus-Building: Programs in this area encourage the development of transparent and inclusive

electoral and political processes and democratic, responsive, and effective political parties. The U.S. Government seeks to promote

consensus-building among government, political parties, and civil society to advance a common democratic agenda, especially where

fundamental issues about the democratization process have not yet been settled. 

The indicator below highlights the performance of ten U.S. Government-assisted country programs that focus on one aspect of

promoting credible and fair elections. Because the indicator measures persons trained in preparation for deployment as observers

before or during a national election, targets and results are greatly influenced by the number of elections in a given year. Lower results

in 2007 and lower targets in 2008 and 2009 are partially due to the lack of cooperation by the electoral commission in Nigeria, leading

to a suspension of program funding in Nigeria by the U.S. Government.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Domestic Election

Observers Trained with

U.S. Assistance

N/A N/A 57,825 53,258 27,536 30,000

Civil Society: The U.S. Government seeks to strengthen democratic political culture and citizen engagement by supporting the means

throughwhich citizenscan freely organize,advocate,and communicatewith members of their own and other governments,international

bodies and other elements of civil society. This includes supporting civic participation and access to information, including media

freedom and a broadly functioning independent and open media sector, including the internet.

A vibrant civil society serves as the conscience of a country and a counterweight to non-democratic tendencies. The 2007 performance

results below highlight U.S. Government-assisted civil society organizations (CSO) in 20 countries, one of those being Honduras.

During 2007, U.S.-assisted CSOs in Honduras supported implementation of a new Civil Procedure Code, publicly defended previous

electoral reforms, engaged citizens in anticorruption campaigns, and implemented civic values lessons in public schools, all of which

should result in a stronger democratic culture and wider citizen participation in government. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of U.S. Assisted CSOs that

Engage in Advocacy and

Watchdog Functions

N/A N/A 823 1,039 1,223 1,300

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 19

Public Benefit

Disease and lack of education destroy lives, ravage societies, destabilize regions, and cheat future generations of prosperity

and participation in democracy. The strategic priorities in this area focus on improving the lives of individual citizens by

extending the basic values American citizens hold dear: good health; access to quality education; and protection for

vulnerable populations. 

2007 RESOURCES INVESTED: $7.05 billion

State Operations: $.395 billion

Foreign Assistance: $6.659 billion

STRATEGIC PRIORITIES

Health: In this area the U.S. Government strives to improve child, maternal, and

reproductive health, reduce the risk of infectious disease, and increase access to

improved drinking water and sanitation services in developing countries. Critical

interventions combat HIV/AIDS, tuberculosis, malaria, polio, pneumonia and

diarrhea,which are leading causes of illness and death throughout the developing

world. Mothers and children are especially vulnerable and are therefore two

special target groups for most of these interventions.As an integral part of health

programming, U.S. Government programs strengthen local capacity in disease

outbreak detection and response,strengthen delivery of health services, essential

drugs, and commodities, and support advances in health technology.

HIV/AIDS: The bulk of HIV/AIDS funding is provided through the President’s

Emergency Plan for AIDS Relief (PEPFAR) in 15 focus countries that are the most

deeply affected by the pandemic and that represent 50 percent of HIV infections

worldwide. In 2007, roughly 30.8 million adults and 2.5 million children around

the world were living with HIV/AIDS. In focus countries, the Emergency Plan has

three specific five-year goals to be reached by 2009: provide treatment for two

million people; prevent new infections for seven million people; and deliver care

for 10 million people affected by HIV/AIDS, including orphans and vulnerable

children. The following indicator summarizes progress in HIV/AIDS treatment in

the 15 focus countries.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Cumulative Number of People

Receiving HIV/AIDS Treatment in the

15 Focus Countries of PEPFAR

401,233 822,000 1.2

million

1.35

million

1.7

million

2.0

million

Tuberculosis (TB): Twenty-two developing countries account for over 80 percent of the world’s TB cases and within those countries

TB kills more than 1.2 million people each year. U.S. Government assistance supports activities such as increasing host country capacity,

combating drug resistant TB, and directing treatment of TB patients. For example, Bangladesh has one of the highest rates of TB

infection in the world. With over 320,000 new cases annually, it is a priority country for U.S. assistance, which supports the national

STRATEGIC GOAL 3: INVESTING IN PEOPLE

PERFORMANCE HIGHLIGHT S

The President’s Malaria Initiative is expanding 

access to free and highly subsidized insecticidetreated mosquito nets in many African 

countries. Insecticide-treated mosquito nets 

have been proved highly effective in killing 

mosquitoes while acting as a protective barrier. 

USAID Photo/Jordan Riber

State Operations

Foreign Assistance

Foreign Assistance

State Operations

Foreign Assistance
20 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

TB control strategy and focuses on increasing the capacity of existing clinics, particularly in poor urban areas, to detect new cases and

provide treatment options. 

The following indicator summarizes U.S. Government contributions to advances in the control of TB in 18 countries and reflects the

U.S. Government target of 85 percent short-course strategy treatment success rate.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Countries with 85 Percent

Tuberculosis Treatment Success Rate 4 6 6 7 8 9

Malaria: More than three billion of the world’s poorest individuals are at risk of malaria, which causes more than one million people,

mostly children, to die every year. In response to this dire situation, in June 2005, President Bush launched the President’s Malaria

Initiative (PMI), pledging to increase U.S. Government funding by more than $1.2 billion over five years to reduce deaths due to malaria

by 50 percent in 15 African countries. If used properly, insecticide-treated mosquito nets (ITN) are one of the best ways to prevent

mosquitoes from biting and infecting individuals with malaria. Indoor Residual Spraying (IRS) is also a proven and highly effective

malaria control measure if applied correctly and research has shown it to provide a rapid, short-term reduction in malaria infection rates.

The following indicator measures the number of people protected against malaria with a prevention measure (ITN and/or IRS) supported

with PMI funds. The 2007 results reflect activities completed in seven focus countries as well as rapid start-up activities initiated in the

new eight PMI countries. After just two years of operation, the PMI is already seeing major reductions in malaria transmission in four

countries. For example, severe anemia has been reduced in Malawi by 43 percent in surveyed populations and malaria infections in

Zanzibar have been reduced by 95 percent. With the Initiative now rolled out and on track, targets are expected to be met in 2008 and

2009.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of People Protected Against

Malaria with a Prevention Measure

in PMI Countries

N/A 3.7

million

15

million

22.3

million

25

million

30

million

Maternal and Child Health: U.S. Government programs in this area support pregnancy, obstetrics, and newborn care, maternal and

child nutrition, immunizations, polio eradication, and prevention and treatment of childhood diseases, especially diarrhea and

pneumonia. The indicator below measures the percentage of live births attended to by skilled attendants in 33 countries with programs

supported by the U.S. Government. Most maternal deaths happen during labor and delivery or within the first few days following birth.

This is especially the case in countries where most births occur at home, where skilled attendants are mostly absent, resulting in every

birth being a high-risk event. Prompt recognition of complications, initiation of treatment, and referral to a medical clinic by a skilled

birth attendant can be life saving.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percentage of Live Births Attended by

Skilled Birth Attendants 46.8% 47.8% 47.3% 47.7% 47.8% 48.3%

Water Supply and Sanitation: The World Health Organization estimates that more than 2.2 million people, mostly children in

developing countries, die every year from diseases associated with poor water and sanitary conditions.The following indicator measures

U.S. efforts in 14 countries to help people gain access to improved water sources, such as a household connection, public standpipe,

borehole, protected well or spring, or rainwater collection. The target for 2007 was not met because 50 percent of the 2007 target

population for this indicator was located in Pakistan. The shortfall resulted from a slow project start-up attributed to delays when the

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 21

Government of Pakistan shifted its Clean Drinking Water Projects from the Ministry of Environment to the Ministry of Industries.

As these relationships have since been solidified, on-target performance is anticipated in 2008 and 2009.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of People in Target Areas with

Access to Improved Drinking Water N/A N/A 3.3

million

2.2

million

3.4

million

5.5

million

Education: Activities in this area promote the creation and maintenance of effective, equitable, high quality educational services and

systems, from primary education and literacy programs, to strengthening the institutional capacities of public and private higher

educational institutions. Investments in basic education yield high returns, particularly in the developing world, through improvements

in labor productivity and participation in democratic processes, as well as improved health. All programs have a special focus on

reducing the barriers to education for girls. 

The indicator below highlights the number of learners enrolled in U.S. Government-supported primary level schools (or equivalent nonschool based settings), which supports the President’s new International Education Initiative. The indicator summarizes results from

30 country programs, including Nigeria. An illustrative example is that of Luvu-Madaki, Nigeria, a rural community of 17,000 that has

only one primary school. In 2005 their primary level enrollment rate was 12 percent (232 students). Among the attendees, 113 studied

under trees, while others studied in dilapidated make-shift classrooms without furniture. With U.S. Government assistance, the

community created an “Education Repair” fund, which received contributions from the community and from construction companies

worth $10,000 to build two new classrooms. With the new classrooms, enrollment increased by almost 75 percent in 2007.

The community also plans to build an extra classroom with the excess building materials.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Learners Enrolled in

U.S. Supported Primary Schools

or Equivalent Non-school-based

Settings

N/A N/A 23.4

million

27.0

million

31.8

million

40

million

Social Services and Protection for Especially Vulnerable Populations: Programsin this area help especially vulnerable populations

manage risks and gain access to opportunities that support their full and productive participation in society. Such activities assist those

whose needs are not addressed under humanitarian assistance or other programs, facilitating a transition from humanitarian relief to

longer-term development and growth where needed.

The indicator below tracks the coverage of social assistance and social service programs for vulnerable people in 18 countries. It is a

proxy indicator of a government’s commitment to poverty reduction. For example, the long term goal of U.S. Government support for

social assistance programs in Armenia is for central and local governments, communities, and indigenous non-governmental

organizations (NGOs) to increase their capacity to provide targeted assistance to meet the basic needs of the poorest. In 2007, U.S.

Government technical assistance helped the Government of Armenia to improve their program that provides cash to the neediest

140,000 Armenian households, including the chronically poor. The U.S Government also continued support for an indigenous NGO to

meet the nutritional needs of the most vulnerable of Armenia’s population. Through 27 soup kitchens and home delivery, the NGO

provided a nutritionally balanced, hot meal once per day, five days per week, to the 4,500 neediest elderly people in Armenia. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Vulnerable People

Benefiting from Targeted Social

Assistance or Services

N/A N/A 1.56

million

1.85

million

2.77

million

3.0

million

PERFORMANCE HIGHLIGHT S
22 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Public Benefit

The U.S.Government goal isto achieve

rapid, sustained, and broad-based

economic growth for the United

States, its trading partners, and developing

countries. Global economic growth is a key U.

S. foreign policy priority and is essential for the

reduction and eventual elimination of extreme

poverty, poor health, and inadequate education

among developing countries. Countries that

offer their citizens hope for increasing

prosperity are less prone to extremism, more

inclined to favor democracy, more willing to

settle disputes peacefully, and more likely to be

constructive partners with the United States in

the international community. 

The United States derives enormous benefits from a stable, resilient, and growing world economy and plays a leadership role to

promote economic growth and prosperity. For example, the U.S. is a founding member of the Group of Eight (G-8), an international

forum of eightcountries that represent approximately 65 percent of the global economy. The G-8 annual summit brings together heads

of state to discuss issues such as debt and trading policy, carbon dioxide emissions, and globalization. 

2007 RESOURCES INVESTED: $3.7 billion

State Operations: $.500 billion

Foreign Assistance: $3.212 billion

STRATEGIC PRIORITIES

Private Markets and Competitiveness: The U.S. supports other countries’ efforts to streamline business regulations and improve

commercial governance. Support to the private sector helps build people’s capacity to take advantage of expanding economic freedom

and promotes effective public-private partnerships. This cutting-edge blend of diplomacy and development aims for economic

transformation that creates more jobs, higher productivity and wages, improved working conditions, more effective protection of labor

rights, and more opportunities for the poor, women, and other disadvantaged groups to participate in expanding local, regional, and

global markets.

Trade and Investment: The U.S. Government promotes increased trade and investment – a powerful engine for growth – both on a

multilateral and bilateral level. Multilaterally, the U.S. Government has played a leadership role in the Doha Development Agenda, a

comprehensive global trade and investment framework currently under negotiation under the aegis of the World Trade Organization

(WTO). The Doha Round is designed to reduce trade barriers, specifically tariffs on agricultural products, manufactured products, and

services. In addition to promoting a successful Doha outcome, the U.S. Government has negotiated a number of bilateral free trade

agreements to open new markets forAmerican goods and services. At the beginning of the BushAdministration, the U.S. had free trade

agreements in force with three countries. Currently, the U.S. Government has nine free trade agreements in force with 14 countries.

President Bush signed a free trade agreement with Peru on December 14, 2007, and free trade agreements with Colombia, Panama,

and South Korea will be discussed with Congress for final approval in 2008.

STRATEGIC GOAL 4: PROMOTING ECONOMIC GROWTH AND PROSPERITY

PERFORMANCE HIGHLIGHT S

To increase employment and 

foster economic development, 

the U.S. Government provides 

small loans to help the indigent 

attain start-up capital to open a 

micro- or small-sized business. 

Madame Fanfan, pictured at 

left, received a small loan and 

was able to purchase a stall 

in a prime location in a Haitian 

market where she sells rice, 

flour, coffee, oil and other 

products. Finca International Photo/

Robert Bengtson

State Operations

Foreign Assistance

FY 2007 RESOURCES INVESTED:

$11.6 Billion

State

Operations

$2.896

Billion

Foreign

Assistance

$8.695 Billion

State Operations

Foreign Assistance

State Operations

Foreign Assistance
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 23

The following indicator assesses a key component of the U.S. Government’s activities to strengthen both U.S. and foreign economies

by protecting commercial and transactional deals, enforcing contracts, ensuring market access, and fighting corruption. It measures

the directsupport provided by the U.S.Government to U.S. businessesin exporting goods and services as well asin resolving commercial

disputes and managing overseas investments.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Company-Specific Cases

for Which Advocacy Services Were

Provided

225 339 330 335 330 330

Financial Sector: The U.S. seeks to improve financial sector governance, the quality of financial services, and access to financial

services for entrepreneurs, enterprises, and consumers. The U.S. also is committed to improving corporate governance, accounting,

financial transparency, and to combatting financial crimes and corruption. 

Infrastructure: Access to competitively priced energy, communication and transport services is critical to economic growth. The U.S.

Government promotes sustainable improvements in foreign infrastructure by utilizing opportunities for public-private partnership,

strengthening capacities for oversight and management, and expanding markets for tradable infrastructure services. Efficient markets

enable nations rich in energy resources to foster transparency, the rule of law, and to ensure the benefits are enjoyed widely. It helps

countries avoid the so-called “paradox of plenty,” where the dependence on natural resource wealth works to inhibit the political and

economic development of a country.

Energy Security: The U.S. Government enhances U.S. and global energy security by promoting open and transparent, integrated, and

diversified energy markets; encouraging appropriate energy-sector investments to expand access to energy and increase economic

growth and opportunity; and developing clean and efficient energy technologies.

Agriculture: In many developing countries, increased productivity and growth in the agricultural sector is critical to overall

economic prosperity and poverty reduction. In this sector, the U.S. Government promotes expanded agricultural trade and market

systems, broadened application of scientific and technological advances, including biotechnology, and sustainable natural resource

management.

For example, the U.S. Government is helping Nicaragua take advantage of the opportunities offered through the Central AmericaDominican Republic Free Trade Agreement (CAFTA-DR) through an emphasis on rural economic diversification and trade capacity

building. The U.S. assisted over 5,200 micro-farmers to graduate from food-aid recipients to supplying food for international fresh

produce markets. For the first time, the farmers can count on a stable monthly income for their families. Overall, U.S. Governmentassisted programs in Nicaragua provide technical and financial support to more than 20,000 producers. The indicator below assesses

results in linking producers of agricultural commodities to markets in seven U.S-assisted country programs.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent Change in Value of

International Exports of Targeted

Agricultural Commodities

N/A N/A 26% 41% 38% 42%

PERFORMANCE HIGHLIGHT S
24 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Macroeconomic Foundation for Growth: Macroeconomic stability, including sound fiscal policy, is essential for sustainable economic

growth. The U.S. aims to strengthen the macroeconomic foundations for growth at both the national and international level, by

encouraging macroeconomic stability, including low inflation, stable financial markets, and smooth balance of payments adjustment.

For example, the Armenian government endorsed the U.S. Tax Improvement Project (U.S.-TIP) 2007-2009 Strategic Tax Plan, which

simplified Armenia’s tax code. In addition, the Armenian National Assembly approved U.S.-TIP-drafted amendments to the Simplified

Tax Law, plugging major loopholes that allowed large businesses to avoid taxes by paying only a one percent tax on total sales. These

amendments will significantly raise Armenian government revenues, thereby decreasing Armenia’s fiscal deficit. The U.S. also helped

publish a comprehensive tax handbook to provide self-assessment capabilities to business taxpayers.

Economic Opportunity: Economic opportunity includes efforts to build inclusive financial markets, improve the policy environment

for micro and small enterprises, strengthen microfinance institution (MFI) productivity, and improve economic law and property rights.

MFIs help the poor to obtain start-up capital to open micro- or small-sized businesses, expanding their choices and reducing the risks

they face. The ability of U.S. Government supported MFIs to impact the lives of the poor depends on the MFI’s ability to become

sustainable. U.S. support is helping MFIs throughout the developing world achieve operational sustainability (the point at which they

are covering their costs) and ultimately financial sustainability (the point at which they are able to finance their own growth). The mix

of MFIs that receive U.S. Government support spans newer as well as more mature institutions; this mix is reflected in the sustainability

figures.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent of U.S. Assisted Microfinance

Institutions That Have Reached

Operational Sustainability

71% 71% 70% 69% 70% 70%

Environment: Environmental issues such as climate change, protection of natural resources and forests, and trans-boundary pollution

continue to play critical roles in our diplomatic and development agendas. The U.S. Government remains committed to promoting

partnerships for economic development that reduce greenhouse gas emissions, improve air quality, and create other co-benefits by

using markets to improve energy efficiency, enhance conservation, and expand low carbon energy sources.

Bolivia and El Salvador are two environmental management success stories. In Bolivia, programs have renewed efforts to work at the

municipal level to help local governments meet their increasing responsibilities related to local planning, territorial management and

economic development.As a result of this work, Bolivia’s largest municipal protected area (more than 600,000 hectares) was created.

In El Salvador over 20,000 hectares came under improved natural resource management, exceeding the goal of 15,000 hectares by 33

percent. This achievement was largely due to successful coffee farm certification which helps coffee producers implement conservation

measures. The indicator below assesses the impact of natural resource and biodiversity interventions in 21 countries receiving

U.S. Government assistance. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Hectares Under Improved

Natural Resource or Biodiversity

Management as a Result of

U.S. Assistance

N/A N/A 69.79

million

121.61

million

113

million

150

million

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 25

Public Benefit

The Department of State and USAID are among the lead agencies in

responding to natural disasters and complex emergencies. The United

States commitment to humanitarian response demonstrates America’s

compassion for victims of natural disasters, armed conflict, forced migration,

persecution, human rights violations, widespread health and food insecurity, and

other threats. The strength of this commitment derives from both our common

humanity and our responsibility as a global leader. It requires urgent responses

to emergencies, and concerted efforts to address hunger,continuing high-quality

assistance in protracted crisis situations, and the ability to build capacity to

prevent and mitigate the effects of conflict and disasters.

U.S. emergency responsesto population displacement and human-made disasters

complement efforts to promote democracy and human rights. The U.S. provides

substantial resources and guidance through international and nongovernmental

organizations for worldwide humanitarian programs,with the objective of saving

lives and minimizing suffering in the midst of crises, increasing access to

protection, promoting shared responsibility, and coordinating funding and

implementation strategies. Our strategic priorities include: providing protection,

assistance, and solutions; preventing and mitigating disasters; and promoting

orderly and humane means for migration management.

2007 RESOURCES INVESTED: $3.15 billion

State Operations: $.060 billion

Foreign Assistance: $3.095 billion

STRATEGIC PRIORITIES

Protection, Assistance, and Solutions: The U.S. provides life-saving disaster relief, including food aid, and other humanitarian

assistance for refugees, internally displaced persons, and others affected by natural disasters and complex, human-made crises. U.S.

Government assistance advances the humanitarian assistance strategic goal by protecting these vulnerable populations from physical

harm, persecution, exploitation, abuse, malnutrition and disease, family separation, gender-based violence, forcible recruitment, and

other threats,to ensure that their full rights asindividuals are safe-guarded. In 2007,U.S. emergency humanitarian assistance programs

responded to more than 70 disasters in 56 countries. Title II food aid continued to play a critical role in the prevention of famine in

Darfur, Sudan. In 2007, USAID’s Office of Food for Peace provided 50 percent of the United NationsWorld Food Program’s (WFP) Sudan

appeal, representing more than 67 percent of all donor contributions received. Sizable and timely contributions from USAID ensured

that WFP was able to meet 100 percent of its pre-positioning targets for Darfur and Southern Sudan in 2007. This achievement

prevented WFP from having to airlift any commodities to the region,saving costs and ensuring timely commodity deliveries during the

most critical time of the year.

STRATEGIC GOAL 5: PROVIDING HUMANITARIAN ASSISTANCE

PERFORMANCE HIGHLIGHT S

The U.S. Government gives more to those in crisis 

than any other country in the world. It achieves 

this by directing such contributions to thousands of 

non-profit partners and international organizations. 

In this picture Catholic Relief Services distributes 

supplies in Purri, Pakistan. USAID Photo

State Operations

Foreign Assistance

State Operations

Foreign Assistance
26 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The following indicator reflects the percentage of targeted populations, worldwide, who received emergency food aid from programs

managed by USAID’s Office of Food for Peace. Due to the increased cost to purchase and transport Title II food aid, fewer commodities

reached beneficiariesin 2007 than anticipated. The U.S.Government hasimplemented a number ofstepsto improve program efficiency

and effectiveness, such as better beneficiary targeting as well as more selective commodity purchasing, in an attempt to continue

adequate support to countriesin need of emergency food aid. For example,the USAID Famine EarlyWarning System Network continued

to provide information related to the emergence, scope, and impact of potential humanitarian emergencies, and the food security

status of vulnerable populations. This supported USAID decision-making and programming in a variety of ways, but was particularly

cost-effective in helping to prioritize the allocation and timing of Title II food aid resources.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent of Planned Emergency Food

Aid Beneficiaries Reached 85% 84% 93% 86% 93% 93%

Assistance in this area also sustains key foreign policy objectives to promote stability by supporting large-scale returns to Afghanistan,

Sudan, Burundi, the Democratic Republic of Congo, and elsewhere, and provides critical protection and assistance in situations of

protracted population displacement throughout the world, including resettlement to the United States. Through the refugee admissions

program, for example, nearly 50,000 refugees achieved protection and a durable solution, beginning new lives in communities across

the country.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent of Refugees Admitted

to the U.S. Compared to the

Regional Ceilings

108% 69% 100% 97% 100% 100%

Disaster Prevention and Mitigation: U.S. Government

assistance builds the capacity of affected countries, American

responders, and the international community, to reduce risks,

prepare for rapid response, and increase the affected

population’s ability to cope with and recover from the effects of

a disaster.

Orderly and Humane Means for Migration Management:

People migrate for many reasons, including escaping from

conflict or persecution, avoiding natural disasters and

environmental degradation, seeking economic opportunities,

and reuniting with family. The U.S. remains committed to

building the capacity of host governments to manage migration

effectively and to ensure full respect for the human rights of

vulnerable migrants in accordance with the law. 

PERFORMANCE HIGHLIGHT S

A Lebanese woman displays her relief supplies. USAID-funded 

groups rehabilitated housing, community spaces, and clinics; 

distributed relief supplies; and assisted with food, agriculture, jobs, 

infrastructure, water, and hygiene. Mercy Corps Photo
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 27

State Operations

State

Operations

$2.896

Billion

Foreign

Assistance

$8.695 Billion

State Operations

Foreign Assistance

State Operations

Foreign Assistance

Public Benefit

United States values as a nation and as a people are the

foundation of our international engagement. Public

perceptions of the U.S. directly affect our ability to

achieve our foreign policy and development assistance objectives.

The Department of State and USAID vigorously communicate this

intersection of values, interests, and policy. Through diplomatic

engagement, assistance, and dialogue, the two agencies foster a

two-way flow of people, ideas, and information—a process

defined by mutual learning and respect and designed to create

peaceful and productive relationships between the United States

and other countries.

2007 RESOURCES INVESTED: $974 million

State Operations: $974 million

Foreign Assistance: N/A

STRATEGIC PRIORITIES

Offer a Positive Vision: The Department and USAID offer a positive vision of hope and opportunity that is rooted in the most basic

values of the people of the United States: our deep belief in freedom, including freedom of expression and religion, and our belief in

the dignity and equality of every person.We believe that a free people,well-informed,will make the best choices for the common good,

as factual information is the antidote to ignorance, misunderstanding, and violent extremism.

The U.S. Government sponsors educational programs at all levels, advocates for the rights of people, and partners with countries across

the world to fight terrorism, which threatens the right of all people everywhere to live in security and peace. The Department of State’s

Bureau of International Information Programs, for example, communicates through a wide range of speaker, print and electronic

outreach programs in English, Arabic, Chinese, French, Persian, Russian and Spanish. The Bureau also provides information outreach

support to U.S. embassies and consulates in more than 140 countries.

The following indicator measures the level by which participation in public diplomacy programs engages international audiences on

issues of foreign policy, society and values to create an environment receptive to U.S. national interests .

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent Reduction in the Level of

Anti-American Sentiment Among

Key Foreign Audiences

N/A N/A 17% 17% 18% 19%

STRATEGIC GOAL 6: Promoting International Understanding

PERFORMANCE HIGHLIGHT S

Citizen Dialogue Program Delegates visit students at a “madrassa” 

in the Sinza community of Dar es Salaam. State Photo/Dar es Salaam, 

Citizen Dialogue Program
28 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Marginalize Extremism: As part of its transformational

diplomacy effort, the U.S. Government counters extremists, who

threaten freedom and peace, by promoting education and

educational exchanges, democratization, good governance, and

economic and human development as a path to a positive future

in just, secure, and pluralistic societies. The U.S. works to isolate

and discredit terrorist ideology and de-legitimize terror as an

acceptable tactic to achieve political ends. 

Nurture Common Interests and Values: Common interests and

values are integral to U.S.Governmentcommunications.Programs

and messages are built on areas in which U.S. Government

expertise corresponds to the interests and needs of our partners

and counterparts. Creating indigenous capacity—whether it is in

health, education, free press, workforce training, agriculture, law

enforcement, or governance—is key to long-term progress, the

stable development of civil society, and firm and friendly bilateral

and multilateral relationships.

The following indicator summarizes the impact of bringing youth to the United States to learn about American values, civil society,

independent thinking, and public action.As our most important constituency, youth and those who influence youth are our allies in the

global struggle against extremist ideology and violence in nations where there are soaring populations of vulnerable youth and a lack

of opportunities to build a stable life. These public diplomacy programs engage young people and offer a positive vision of American

democratic values. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent of Youth Participants who

Increase their Understanding of

American Values, Society and

Culture Immediately after their

Program Experience

N/A 92% 90% 95% 95% 95%

PERFORMANCE HIGHLIGHT S

Karen Hughes, Under Secretary for Public Diplomacy and Public 

Affairs, talks to a Filipina Muslim student trying a computer during 

her visit to the volatile island of Jolo in the southern Philippines, a 

known hotbed of the Muslim extremist Abu Sayyaf group. AP Photo
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 29

Public Benefit

The overarching goal of the Department of State and USAID in this area

is to provide the best visa and American citizen services possible that

are compatible with our responsibilities for homeland security, and to

ensure a high quality workforce, including locally employed staff, supported by

modern secure infrastructure and operational capabilities.When American

citizens seek passports or emergency assistance overseas, they rely on the

Department.Foreign visitors seeking to enter the United States meet the

Department face-to-facewhen U.S.consular officersconduct their visa interviews.

Although two separate organizations with distinct legislative mandates and

budgets, the Department of State and USAID pursue opportunities to create

more integrated management structures where analyses demonstrate that such

structures are cost-effective, efficient, and support our missions.Sound

management and organizational excellence are essential to support our

embassies, consulates, and USAID missions abroad.To date, such management

reforms have been accomplished largely through the work of the Department of

State/USAIDJointManagementCouncil,created in 2003 to facilitatemanagement

improvements at both agencies.

2007 RESOURCES INVESTED: $5.4 billion

State Operations: $4.621 billion

Foreign Assistance: $.883 billion

STRATEGIC PRIORITIES

Visa Services: The Department isresponsible forsafeguarding U.S. bordersthrough vigilance in adjudicating visaswhile simultaneously

balancing security with facilitating legitimate travel. Consular officers around the world process over seven million non-immigrant visa

applications and nearly 700,000 immigrant visa applications each year. To welcome visitors who contribute materially to the U.S.

economy and enrich American society in countless intangible ways, we strive to improve both efficiency and customer service. The

Department employs modern tools to manage workflow, such as Web-based application forms and appointment systems.

Passport Services: The Bureau of Consular Affairs issued a record 18.4 million passports in 2007, an increase of more than 50 percent

over 2006. This record volume resulted from implementation of new travel rules under the Western Hemisphere Travel Initiative.

Effective January 23, 2007, Americans flying to the United States from Canada, Mexico, and the Caribbean region were required to

carry a passport. While average processing time for all 2007 applications (27 days) fell within target, unanticipated demand during

the peak season lengthened the average processing time, from six weeks in December 2006 to twelve weeks in late spring 2007. At

the end of 2007, all applications were being processed within four weeks. To meet the demand, the Bureau added hundreds of new

employees, opened new passport centers, trained officers drawn from throughout the Department for temporary duty, and expanded

hours of operation at regional passport centers. We expect demand will continue to grow, and thus will continue to add personnel,

STRATEGIC GOAL 7: STRENGTHENING CONSULAR 

AND MANAGEMENT CAPABILITIES 

PERFORMANCE HIGHLIGHT S

Passports are readied for processing in an effort 

to reduce the passport backlog at the nation’s third 

largest passport center in New Orleans. 

AP Photo/Alex Brandon

State Operations

Foreign Assistance

State Operations

Foreign Assistance
30 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

streamline operations, and expand facilities. The indicator below is a measurement of the timeliness of passport issuance and customer

service to the American public.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Percent of Passport Applications

Processed Within Targeted Timeframe 90% 90% 100% 71% 100% 100%

American Citizen Services: Assisting approximately four million Americans who reside overseas and nearly 60 million who travel

abroad remains a top priority for the U.S. Government. Though consular work is punctuated by extraordinary acts to help U.S. citizens

during times of crisis or urgent need, it is built upon a foundation of services provided to an American public that increasingly lives,

works, and learns in the global community. 

Human Resources: The Secretary’s vision for transformational diplomacy announced in 2006 has meant considerable changes in the

realignment of overseas positions, an initiative known as global diplomatic repositioning. This initiative enables the Department to

respond more quickly to policy demands and priorities, increases the number of employees in full-time training for difficult languages

such asArabic and Chinese, and better supports employees and their families as the number of positions at unaccompanied and limited

accompanied posts increases. 

While all Foreign Service positions worldwide are crucial to the implementation of U.S. foreign policy, critical needs positions at high

differential posts overseas are often on the frontlines of policy priorities. The following new indicator measures the ability of the

Department of State’s Bureau of Human Resources to fill positions at posts with critical personnel needs beginning in 2007. The

staffing of these positions has been a top priority. Because of staffing shortages and the civilian surge, not all critical needs posts were

staffed at the target of 90 percent or above. Until the Department of State’s overall staffing needs are met, it will be unable to fill all

“critical needs” positions above 75 percent. 

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Successful Staffing of Critical Needs

Positions Overseas N/A N/A 90% 75% 75% 75%

Information Technology: The Department of State and USAID must have secure and modern information technology to provide the

information required for effective diplomacy and development. To achieve this goal, the Department and USAID have agreed on a

number of strategic information technology initiatives, including developing state-of-the-art information management tools, services,

and repositories both internally and for e-Government partners, citizens, other U.S. Government agencies, private businesses, nongovernmental organizations, and other governments. For example, the State Messaging and Archive Retrieval Toolset (SMART)

initiative highlighted in the indicator below demonstrates how the Department has made progress toward a more efficient global

communications system.

Performance 

Indicator

2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Progress Toward

State Messaging

and Archive

Retrieval Toolset

(SMART)

Requirements

documented

Development of

quick-win

functionality

initiated

Deploy

functionality

at pilot sites

Deployment

successful

at all pilot

sites

Worldwide

deployment to 12

additional

posts

Worldwide

deployment

to all posts

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 31

Diplomatic Security: The year 2007 was a challenging one with security threats in countries as diverse as Pakistan, Iraq, and

Colombia. As part of the U.S. Government response to these threats, in September 2007, Secretary Rice tasked a panel of outside

experts,chaired by the Director of Management Policy, to review the Department’s security practices in Iraq. The panel’s report, issued

in October 2007, recommended a series of measures to strengthen security practices, including enhancements in training, the

establishment of an Embassy Incident Review Board, prompt actions by the Embassy and U.S.military command to tighten coordination,

and the addition of personnel to improve oversight. These recommendations are now being implemented.

Overseas Facilities: In addition to providing for the security of diplomatic personnel, the Department and USAID also invest in the

security of diplomatic facilities worldwide to provide safe and functional work and living environments for employees. The Department

is now engaged in the most comprehensive overseas capital construction program in its history to replace 195 security-deficient

embassies and consulates and collocate all U.S. Government personnel. In the past five years, 54 embassies and consulates have been

replaced or are underconstruction.The FiscalYear 2007 – 2012 Long-Range Overseas Buildings Plan anticipatesreplacing an additional

61 embassies and consulates. The Department is also a leader in the Federal Government-wide Real Property Initiative, incorporating

best practices such as lean management, ensuring that new facilities use energy-efficient designs, encouraging innovative design/build

contracts, partnering with industry, and maintaining transparency with stakeholders. USAID is a partner in this effort, as USAID offices

are included on all new embassy compounds (NEC).

The Baghdad NEC project,consisting of 25 buildings plus infrastructure on 65 acres, achieved substantial completion on December 16,

2007, within the budget approved by Congress. This is the largest embassy project in the history of the Department of State and the

only permanent facility built during wartime. As part of the Overseas Buildings Operations’ (OBO) regular comprehensive, systematic

procedures, the NEC is currently undergoing the normal OBO rigorous accreditation and verification process managed by our

Commissioning Office to validate whether it has been built to code and contract specifications and that all building systems are

acceptable. The following indicator measures a key component relating to the security of U.S Government overseas posts.

Performance Indicator 2005 

Results

2006 

Results

2007 

Target

2007 

Results

2007 

Rating

2008 

Target

2009 

Target

Number of Major Compound

Security Upgrade Program Projects

Completed at Overseas Posts

4 7 8 8 9 8

Plannning and Accountability: To improve accountability to the American taxpayers, the Department and USAID are continuously

improving financial performance and integrating budgeting with strategic and performance planning. For example, in 2007, the

Department implemented a single, integrated financial system to provide world-class financial services on a global scale. USAID is also

integrating procurement into its global financial system and received a clean financial audit for the fifth consecutive year.

Administrative Services: The Department and USAID provide premier administrative and information support services to further

foreign policy and foreign assistance goals by continually improving customer assistance and satisfaction. Overseas, the Department

and USAID are merging selected administrative support functions. Domestically, the Department has begun to re-engineer and

consolidate administrative functions into service centers that will provide specialized support to bureaus to improve service delivery.

Rightsizing the U.S. Government Overseas Presence: The Department of State’s Office of Rightsizing is a Congressionally-mandated

office responsible for implementing a President’s Management Agenda special initiative. This office conducts rightsizing studies on all

U.S. missions worldwide on a rolling five-year basis, and reviews and approves the staffing projections for all capital construction

projects, ensuring rightsizing goals are met. 

PERFORMANCE HIGHLIGHT S
32 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The Department of State and USAID are implementing

transformational diplomacy in Iraq. Officers from both

agencies are deployed throughout the country, in a variety of

configurations, to work with Iraqi government and civilian officials to

promote reconciliation and to assist in the economic, political and social

rebuilding of the country. 

Democracy promotion, national reconciliation, economic growth,

capacity building and expanding international support for Iraq serve as

broad guidelines for reaching U.S. Government goals in Iraq. The

Government of Iraq and its people must be the primary force behind the

governance, economic, and political development of their country. U.S.

Government programs are helping to rebuild institutions and processes

to be taken over and managed by the Iraqis by training them to deliver

basic services to Iraqi communities.

Iraq’s diverse geographic regions are served by 11 Provincial Reconstruction Teams (PRT), 13 Embedded Provincial Reconstruction

Teams (EPRT), and seven Provincial Support Teams (PST). Eleven of these teams were created during the last nine months of 2007 and

by December 2007 candidates for virtually all the State and USAID positions in all the teams had been assigned. Local Iraqi leaders in

established provincial and local governments are provided training in transparent and effective governance, promotion of economic

development, and responsiveness to constituents. 

SUMMARY OF ACHIEVEMENTS

	 Employment of over 300,000 Iraqis in reconstruction projects

such as clearing rubble, painting, improving irrigation, and

organizing soccer leagues. These jobs are giving youth a

stake in society and preventing their marginalization and

vulnerability to extremism.

Graduation of over 13,000 Iraqis from vocational training

courses.

Placement of over 5,000 Iraqis in apprenticeship programs. 

Training of 2,000 council members and 28 governors.

Training of over 4,000 civil servants in key Iraqi ministries in

executing budgets, management, ethics, auditing, and

information technology skills, with an additional 20,000 civil

servants targeted for training by July 2009. 

REBUILDING EFFORTS IN IRAQ

32 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

PERFORMANCE HIGHLIGHT S

Small businesses have benefited greatly from PRT loan 

programs to reopen their shops. USAID Photo

The leader of the Baghdad PRT, Andrew Passon of the State 

Department, chats with a local businessman in the historic Abu 

Nawaz area as part of efforts to help the local shops reopen and 

improve their services. USAID Photo//Ben Barber
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 33

Distribution of 62,000 micro-credit loans with a combined value of $131 million at an average size of $2,300, spurring

the local economy. The program has enjoyed a 98 percent repayment rate.

Establishment of and training for over 1,450 Community Action Groups to increase citizen participation in the affairs of

their community.

Completion of nearly 6,000 community projects in all 18 provinces.

Effective sharing of revenue by the central government with the provinces.

Noticeable decrease in sectarian violence since December 2006.

The White House’s Benchmark Report in September 2007 stated that since January 2007, of the 18 benchmarks, the Iraqis

made satisfactory progress on nine, and unsatisfactory progress on seven. Two benchmarks await rating when necessary

preconditions are met.

For additional information, please refer to the following reports: 

White House Benchmark Assessment Reports: http://www.whitehouse.gov/news/releases/2007/09/20070914.html

General Petraeus’ Report to Congress: http://www.defenselink.mil/pubs/pdfs/Petraeus-Testimony20070910.pdf

Ambassador Crocker’s Report to Congress: http://www.politico.com/pdf/PPM43_070910_crocker_testimony.pdf

Special Inspector General Report on Iraqi Reconstruction: http://www.sigir.mil/reports/pdf/audits/07-005.pdf

Government Accountability Office Reports on Iraq: http://www.gao.gov/docsearch/featured/oif.html

D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 33

PERFORMANCE HIGHLIGHT S
34 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

I

n keepingwith the Secretary’scommitment to joint Department of State and USAID planning and reporting efforts, an interagency

working group selected a representative set of 101 indicators to measure the two agencies’ progress toward the seven joint

strategic goals. This indicator set reflects U.S. Government foreign policy priorities and major areas of investment, and includes

indicators from the Program Assessment Rating Tool assessments.

The 101 performance indicators are included in the 2009 Foreign Assistance and State Operations Congressional Budget Justification,

clearly linking performance to the budget request. For more detailed information on the indicators below, please refer to the State

Operations volume of the Congressional Budget Justification at http://www.state.gov/s/d/rm and the Foreign Assistance volume of the

Congressional Budget Justification at http://www.usaid.gov/policy/budget/cbj2009.

Strategic Goal 1: Achieving Peace and Security 2007 Rating

State Operations

Percent of U.S. Trained African Units Deployed to Peace Support/Humanitarian Operations

Ensure Local Guard Services Provided and Invoiced are Accountable Under the Terms and Conditions of the Contract

Percent of Small High-Risk Classified Lock and Leave Posts Compliant with Standards for Remote Monitoring

Treaty Alliance Relationships with Japan, Korea, and Australia

NATO-led and U.S.-led Coalition Operations

Degree to which United Nations Peacekeeping Missions Achieve U.S. Government Objectives

Compliance with United Nations Security Council Resolution 1373

Status of Iran’s Nuclear Program

Status of Nuclear Nonproliferation Treaty Regime and Strengthening of International Atomic Energy Safeguards

Progress Toward Implementation of the Israeli-Palestinian Road Map to Peace

Status and Readiness of U.S. Government Civilian Reserve Response

Status of Technical Support Working Group Research Projects

Capacity of the Afghan National Army to Defend the Credibly Elected Afghanistan Government and Its Territory from

External and Internal Threats

Verification of Arms Control, Nonproliferation, and Disarmament Agreements and Commitments

Compliance with Arms Control, Nonproliferation, and Disarmament Agreements and Commitments

Number of Joint Operations and Exercises in the Western Hemisphere

Foreign Assistance

Number of People Trained in Counterterrorism by U.S. Government Programs

Number of Countries that Have Developed Valid Export Control Systems Meeting International Standards

Number of Activities to Improve Pathogen Security and Laboratory Biosafety

Number of Foreign Personnel Trained in the U.S.Who are at National Leadership Levels

Kilos of Illicit Narcotics Seized by Host Government in U.S. Government-Assisted Areas

Hectares of Drug Crops Eradicated in U.S. Government-Assisted Areas

Number of People Trained in Conflict Mitigation/Resolution Skills with U.S. Government Assistance

Number of People Prosecuted, Convicted, and Sentenced for Trafficking in Persons

Political Stability/Absence of Violence in Afghanistan N/A

Number of Public Information Campaigns Completed by U.S. Government Programs

LEGEND: = 10 percent or more above target; = on target; = 10 percent or more below target; N/A = Not Applicable

STATE OPERATIONS AND FOREIGN ASSISTANCE PERFORMANCE INDICATORS

PERFORMANCE HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 35

PERFORMANCE HIGHLIGHT S

Strategic Goal 2: Governing Justly and Democratically 2007 Rating

State Operations

Number of Public-Private Partnerships to Advance Respect for Human Rights

Status of International Religious Freedom

Foreign Assistance

Number of U.S. Government-Assisted Courts with Improved Case Management

Number of U.S. Government-Assisted Civil Society Organizations that Engage in Advocacy and Watch-dog Functions

Number of Countries With an Increase in Improved Rule of Law – South and Central Asia Region N/A

Number of Justice Sector Personnel Who Received U.S. Government Training

Number of Targeted Countries with an Increase in Government Effectiveness N/A

Number of Countries with Progress in Developing a Fair, Competitive, and Inclusive Electoral Process N/A

Number of Domestic Election Observers Trained with U.S. Government Assistance

Number of Countries Showing Progress in Freedom of Media N/A

Europe Non-Governmental Organization Sustainability Index

Eurasia Non-Governmental Organization Sustainability Index

Number of U.S. Government-Assisted Political Parties Implementing Programs to Increase the Number of Candidates

and Members Who Are Women

Strategic Goal 3: Investing in People 2007 Rating

Foreign Assistance

Modern Contraceptive Prevalence Rate

Percent of Births Spaced Three or More Years Apart

Percent of Children with DPT 3 Immunization Coverage

Percent of Live Births Attended by Skilled Birth Attendants

Number of People Protected Against Malaria with a Prevention Measure (Insecticide Treated Mosquito Nets or

Indoor Residual Spraying) in the President’s Malaria Initiative Countries

Number of Countries Achieving a Tuberculosis Treatment Success Rate of 85 Percent or Greater

Number of Countries Achieving a Tuberculosis Case Detection Rate of 70 Percent or Greater

Estimated Number of HIV Infections Prevented in the 15 PEPFAR Focus Countries N/A

Number of People Receiving HIV/AIDS Treatment in the 15 PEPFAR Focus Countries

Number of People Receiving HIV/AIDS Care and Support Services in the 15 PEPFAR Focus Countries

Number of People in Target Areas with Access to Improved Drinking Water Sources as a Result of U.S. Government

Assistance

Number of Learners Enrolled in U.S. Government-Supported Primary Schools or Equivalent Non-School-Based Settings

Number of People Benefiting from U.S. Government-Supported Social Services and Assistance

LEGEND: = 10 percent or more above target; = on target; = 10 percent or more below target; N/A = Not Applicable
36 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

PERFORMANCE HIGHLIGHT S

Strategic Goal 4: Promoting Economic Growth and Prosperity 2007 Rating

State Operations

Number of Days to Start a Business

Number of Company-Specific Cases for which Advocacy Services were Provided

Number of Environmental Projects in Free Trade Agreement Partner Countries

Status of Negotiations and Policy Changes Impacting Services, Trade and Investment

Foreign Assistance

Percent of U.S. Government-Assisted Microfinance Institutions that Have Reached Operational Sustainability

Time Necessary to Comply with All Procedures Required to Export/Import Goods

Number of People with Increased Access to Modern Energy and Infrastructure Services due to U.S. Government

Assistance

Number of Rural Households Benefiting Directly from U.S. Government Interventions in Agriculture 

Credit to Private Sector as a Percent of Gross Domestic Product 

Three year Average in the Fiscal Deficit as a Percent of Gross Domestic Product N/A

Quantity of Greenhouse Gas Emissions Reduced or Sequestered as a Result of U.S. Government Assistance

Number of Hectares Under Improved Natural Resource or Biodiversity Management as a Result of U.S. Government

Assistance

Number of the 11 Core Commercial Laws Put into Place with U.S. Government Assistance

Percent Change in Value of International Exports of Targeted Agricultural Commodities due to U.S. Government

Assistance

Strategic Goal 5: Humanitarian Assistance 2007 Rating

Foreign Assistance

Percent of Refugees Admitted to the U.S. Government Compared to the Regional Ceilings Established by Presidential

Determination 

Percent of Planned Emergency Food Aid Beneficiaries Reached

Percent of Targeted Disaster-Affected Households Provided with Basic Inputs for Survival, Recovery or Restoration of

Productive Capacity

Percent of Monitored Sites With Controlled Populations (Refugee Camps) Worldwide with Less than 10 Percent

Global Acute Malnutrition (GAM) Rate

Percent of Monitored Sites With Dispersed Populations (Internally Displaced Persons, Victims of Conflict) Worldwide

with Less than 10 Percent Global Acute Malnutrition (GAM) Rate

Percent of Targeted Beneficiaries Assisted by USAID’s Office of Foreign Disaster Assistance-Supported Protection and

Solution Activities

Percent of Bureau for Population, Refugees and Migration Projects that Include Activities that Focus on Prevention

of and Response to Gender-based Violence

LEGEND: = 10 percent or more above target; = on target; = 10 percent or more below target; N/A = Not Applicable
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 37

PERFORMANCE HIGHLIGHT S

Strategic Goal 6: Promoting International Understanding 2007 Rating

State Operations

Number of Foreign Participants Reached by Youth Programs

Percent of Youth Participants Who Increase Their Understanding of American Values, Society and Culture

Immediately after Their Program Experience 

Successful Confirmation Hearings and Authorizing Legislation for the President’s Foreign Policy Agenda

Reduction in the Level of Anti-American Sentiment Among Key Foreign Audiences

Increased Understanding of U.S. Government Policy, Society and Values

Number of Polls/Surveys Commissioned Annually

Number of Outreach Activities to Targeted United States Audiences and the Media

Number of Foreign Press Briefings and Media Tours for Resident Correspondents

Placement of Accurate United States Government Policy Information

Strategic Goal 7: Strengthening Consular and Management Capabilities 2007 Rating

State Operations

Health Promotion

Integrated Logistics Management System Development Modernization and Enhancement, Including Worldwide

Deployment

Status of Construction of the New Office Building for the U.S. Mission to the United Nations

Percent of Passport Applications Processed Within Targeted Timeframe

Development of Biometrics Collection Program for United States Government Visas

Language Training Success Rate at the Foreign Service Institute

Overall Satisfaction with Training at the Foreign Service Institute

Number of U.S. Government Employees and International Visitors Trained on Trafficking in Persons Issues

Success Staffing Critical Needs Positions Overseas

Percent of Language-Designated Positions at Overseas Missions Filled by Employees Who Fully Met the Language

Requirements

Progress Toward Implementing the State Messaging and Archive Retrieval Toolset Messaging System

Implementation of Information Technology Shared Services through Consolidation

Percent of Capital Security Construction Projects Completed Within the Schedule Authorized in the Construction

Contract

Number of Major Compound Security Upgrade Program Projects Completed at Overseas Posts

Percent of Reports and Investigations Focused on Department and Broadcasting Board of Governors Management

Challenges N/A

Percent of Recommendations Resolved Within the Appropriate Timeframe

Monetary Benefits: Questioned Costs, Funds Put to Better Use, Cost Savings, Recoveries, Efficiencies, Restitution,

and Fines

Status of Global Financial Management Systems Software

Number of Science and Technology Fellows and Recruits

LEGEND: = 10 percent or more above target; = on target; = 10 percent or more below target; N/A = Not Applicable
Budget highlights 

38 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The Department of State and USAID are committed to demonstrating the relationship between their budget requests to

Congress and the performance of the programs that these budgets support. Both agencies are participating in this year’s

Pilot Program for Alternative Approaches to Performance and Accountability Reporting, as it fosters mutually supportive

presentations of budget and performance information and linkages to the following year’s budget.

Within the President’s 2009 budget, the Department of State and USAID have requested resources to effectively implement diplomatic

and development initiatives in support of the President’s highest priority foreign policy goals. These include enhancing global security

and combating terrorism;spreading hope and freedom by promoting democraticideals; helping to reduce global poverty and facilitate

free enterprise; and responding to global challenges and humanitarian crises. In addition, the budget promotes the effective and

efficient use of resources by eliminating the duplication of overseas services and consolidating administrative support functions

related to infrastructure.

The annual budget request to Congress for agency funding is presented in two separate volumes: the Congressional Budget

Justification for the Department of State and the Congressional Budget Justification for Foreign Assistance. Both budget requests and

key performance measures link directly to the seven strategic goals in the Department of State and USAID Joint Strategic Plan for

Fiscal Years 2007-2012. Although the breadth and complexity of these performance measures preclude linking resources to each one

individually, the measures are grouped under clearly defined strategic priority areas,which in turn are linked to resource requests. The

pie chart on the following page reflects the combined 2007 State Operations and Foreign Assistance budget by strategic goal and

includes a table listing the actual 2007, estimated 2008 and the requested 2009 resources. Following are highlights of the President’s

FY 2009 International Affairs budget request which represents approximately 1% of the total federal budget.

State Department 2009 Budget - The State Operations budget request totals $11.5 billion and includes resources to support the

people, platforms, and programs required by the Department of State to carry out foreign policy, including key components of the

Department’s operations and infrastructure, as well as U.S. engagement abroad through public diplomacy and international

organizations. The request by Secretary Rice reflects the Department’s critical role as a national security institution and identifies

resources required for diplomatic solutions to national security issues.

Highlights of the State Operations budget include $3.8 billion to strengthen the global operating platform for the U.S. Government

and add 500 new positions, and $249 million in a new appropriation to support USG civilian efforts to stabilize and reconstruct postconflict states. Other highlights include $1.8 billion for security-related construction projects for U.S. embassies and consulates, and

$1.2 billion to increase security for diplomatic personnel, property and information. It also includes $1.5 billion for U.S.contributions

to 47 international organizations, including the United Nations, and $1.5 billion for the U.S. share of costs for UN peacekeeping.

Foreign Assistance 2009 Budget - The Foreign Assistance budget totals $22.7 billion and reflects a concerted effort to elevate the

importance of development as a policy priority. Highlights include $2.3 billion for our critical efforts in Iraq,Afghanistan and Pakistan,

$4.8 billion for the Global HIV/AIDS Initiative, and $1.7 billion for democracy promotion, including support for the President’s Freedom

Agenda. Additionally, the budget renews our focus on poverty reduction and strengthens our commitment to Africa and the Western

Hemisphere. Other highlights of the Foreign Assistance budget include $5.1 billion for security assistance and $92 million to restore

USAID’s operational capacity by funding additional staff, supporting more training, and improving information technology.

For additional information and details, please consult the FY 2009 Budget of the U.S. Government at http://www.whitehouse.gov/

omb/budget/fy2009/, and the International Affairs Budget Summary and Highlights and the Congressional Budget Justification

documents at http://www.state.gov/s/d/rm. 
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 39

Combined 2007 State Operations and Foreign Assistance

Budget — $34.9 Billion

State Operations and Foreign Assistance Budget Resources

by Strategic Goal 2007, 2008 & 2009

Strategic Goals (Dollars in Thousands)

2007 Actual 2008 Estimate 2009 Request

State 

Operations

Foreign 

Assistance

State 

Operations

Foreign 

Assistance

State 

Operations

Foreign 

Assistance

SG1: Achieving Peace and Security $2,895,781 $8,684,551 $3,333,787 $6,782,357 $3,308,172 $7,693,566

SG2: Governing Justly and Democratically 549,579 2,141,343 448,960 1,376,768 544,836 1,719,780

SG3: Investing in People 394,698 6,659,362 360,212 8,317,841 417,297 7,709,726

SG4: Promoting Economic Growth and Prosperity 499,617 3,212,160 492,812 2,235,702 554,905 2,329,173

SG5: Providing Humanitarian Assistance 56,956 3,097,449 56,381 2,523,140 57,057 2,134,221

SG6: Promoting International Understanding 974,254 N/A 1,011,726 N/A 993,459 N/A

SG7: Strengthening Consular and Management 	 	

	 Capabilities

4,621,460 883,186 4,737,047 831,488 5,311,870 1,078,647

Total Resources Supporting Strategic Goals 9,992,345 24,678,051 10,440,925 22,067,296 11,187,596 22,665,113

Office of the Inspector General* 31,414 N/A 33,733 N/A 35,508 N/A

International Commissions** 67,255 N/A 155,056 N/A 109,955 N/A

Foreign Service Retirement and Disability Fund** 126,400 N/A 122,500 N/A 122,500 N/A

Total Resources Not Allocated by Goals 225,069 N/A 311,289 N/A 267,963 N/A

Grand Total $10,217,414 $24,678,051 $10,752,214 $22,067,296 $11,455,559 $22,665,113

* State Department Office of the Inspector General only. USAID Inspector General budget included in strategic goals allocations.

** Resources are not allocated by strategic goal as they represent programs that support the Department of State as an institution rather than the diplomatic, foreign assistance, and 

management programs linked to the strategic goals.

BUDGET HIGHLIGHT S

COMBINED 2007 STATE OPERATIONS AND FOREIGN ASSISTANCE BUDGET

BY STRATEGIC GOAL

$3,154,405

(9%)

$2,690,922

(8%)

$11,580,332

(33%)

$974,254

(3%)

$3,711,777

(11%)

$7,054,060

(20%)

$5,504,646

(16%) Achieving	Peace	and	Security

Governing	Justly	and	Democratically

Investing	in	People

Promoting	Economic	Growth	and	Prosperity

Providing	Humanitarian	Assistance

Promoting	International	Understanding

Strengthening	Consular	and	Management

Capabilities

Budget by Strategic Goal (Dollars in Thousands)
40 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Financial highlights 

Transparent reporting on our stewardship and management of public funds is an integral part of the

Department of State and USAID’s collaborative efforts to improve accountability to our customers,

constituents, and the public. The following is a summary of both the Department of State and USAID’s

Agency Financial Reports (AFR) for FY 2007. The AFR is one in a series of reports prepared to convey financial and

management information in a way that is useful for a technical reader, while this Highlights Report is prepared for a

reader with little technical background. 

The following pages include financial information on each agency’s assets, liabilities, and net position in a Condensed

Balance Sheet,cost of operations in a Net Cost Summary, and available resources in a Budgetary Resources Summary.

In addition, summary financial information from each agency’s FY 2007 principal financial statements is included.

Both agencies’ AFRs are posted online. For a complete version of State’s AFR see http://www.state.gov/s/d/rm/rls/

perfrpt/2007/ and for USAID’s AFR see http://www.usaid.gov/policy/afr07/. The AFRs include statements from the

Secretary of State, the USAID Administrator, and both Chief Financial Officers (CFOs).

In the 17 years since the enactment of the Chief Financial Officer’s Act, there has been a clear cultural change in how

financial management is viewed and carried out and a recognition of the value and need for sound financial

management. Both the Department of State and USAID have CFOs who bring to the job proven track records in

financial management and who work to achieve the same strategic goals.

DEPARTMENT OF STATE: The Department of State’s financial statements are audited by the independent accounting

firm of Leonard G. Birnbaum and Company, LLP. Working closely with the Independent Auditor, the Department has

a proud tradition of unqualified opinions on its financial statements for the past decade. For the Department’s

financial statements for the year ending September 30, 2007, the Independent Auditor was unable to express an

opinion because of limitations on the scope of their work. Due to complexities involved with installing a new core

financial system, the Department was unable to fully provide supporting evidential documentation in a timely manner

and the IndependentAuditor was unable to perform other auditing proceduresto satisfy themselves asto the accuracy

of the financial statements in time to meet the November 15, 2007, deadline imposed by OMB for issuing the report.

The Independent Auditor reported two material weaknesses: one related to the management of unliquidated

obligations,which the Departmentcontinuesto address, and the other related to the accounting for personal property.

Management respectfully disagreed with the second material weakness on accounting for personal property, because

of the progress made by the Department in addressing the causes of the weakness that had been reported as a

significant deficiency during the FY 2006 audit.

USAID: USAID’s financial statements are audited by the agency’s Office of the Inspector General (OIG). The OIG

awarded USAID an unqualified opinion for the fifth consecutive year, and reported no material weaknesses. In

addition, USAID completed all corrective actions related to accrual accounting and reporting – the one material

weakness identified by the OIG during the FY 2006 audit. 

40 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 41

The Condensed Balance Sheets below present each agency’s assets, liabilities, and net position. The data reflect intra-agencyeliminations, but do not include eliminations between the Department of State and USAID. 

The Department of State’s total assets increased 13 percent, principally due to increases in Fund Balance with Treasury, real property,

and investments in the Foreign Service Retirement and Disability Fund.The Department’s total liabilities increased 11 percent, primarily

due to increases in the Foreign Service Retirement Actuarial Liability, the Liability to International Organizations, and deferred revenue

for international narcotics control services from the Department of Defense and the Justice Department. The Department’s net position

increased $3.3 billion from the prior fiscal year. This increase was due to a $1.4 billion growth in unexpended appropriations which

resulted from a $1.0 billion and $333 million increase, respectively, in the Global HIV/AIDS and Democracy Fund accounts. In addition

there was a $1.8 billion increase in cumulative results of operations resulting from a $1.0 billion increase in real property, net, and

$493 million in revenue from the sale of real property in London. 

USAID’s total assets decreased two percent from the prior fiscal year as a result of the agency not reporting on its statements financial

activity related to budget authority allocations from other agencies. USAID’s total liabilities reflect a less than one percent decrease

from the previous fiscal year. USAID’s net position decreased $494.5 million from the previous fiscal year. 

CONDENSED BALANCE SHEETS

As of September 30, 2007

(Dollars in Thousands) STATE USAID

Assets:

Fund Balance with Treasury 	 $	 19,778,998 	 $	 19,131,357

Investments, Net 	 14,412,447 –

Property, Plant, and Equipment, Net 	 10,198,455 	 88,498

Accounts, Loans and Interest Receivable, Net 	 618,799 	 4,590,205

Other Assets 	 225,130 	 829,895

Total Assets $ 45,233,829 $ 24,639,955

Liabilities:

Foreign Service Retirement Actuarial Liability 	 $	 14,728,700 –

Debt and Due to U.S. Treasury – 	 $	 4,543,881

Accounts Payable 	 1,949,924 	 2,430,058

Loan Guarantee Liability – 	 1,823,332

Liability to International Organizations 	 1,476,596 –

Other Liabilities 	 1,737,903 	 636,909

Total Liabilities 	 19,893,123 	 9,434,180

Commitments and Contingencies – 	 2,940

Net Position:

Unexpended Appropriations 	 14,553,330 	 14,787,230

Cumulative Results of Operations 	 10,817,737 	 415,605

Total Net Position 	 25,340,706 	 15,202,835

Total Liabilities and Net Position $ 45,233,829 $ 24,639,955

BALANCE SHEET SUMMARY

FINANCIAL HIGHLIGHT S
42 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

The charts below show each agency’s net cost, that is, gross costs less earned revenue, invested in each joint strategic goal,

which is aligned with the Foreign Assistance Framework. Operating Unit Management and Executive Direction are costs that

cannot be directly traced or reasonably allocated to strategic goals; however, these costs are captured and included in the

total net cost of operations. In addition, total net cost includes intra-agency eliminations, but does not include eliminations between

the Department and USAID. 

The Department’s total net cost increased nine percent from the prior fiscal year, with the strategic goal Achieving Peace and Security

representing the largest investment for the agency at 35 percent of total net cost of operations. The increase in net cost was primarily

due to increased spending on the HIV/AIDS program included under the Investing in People strategic goal. The Department’s strategic

goal of Strengthening Consular and Management Capabilities is presented as a negative figure because earned revenue exceeded

gross cost. USAID’s total net cost decreased 10 percent from the previous fiscal year due to the agency excluding reporting the net

cost of operations related to budget authority transferred from other agencies.

NET COST OF OPERATIONS 

For the Year Ended September 30, 2007

(Dollars in Thousands) STATE USAID

Strategic Goal Net Cost Percent of Total 

Net Cost

Net Cost Percent of Total 

Net Cost

Achieving Peace and Security 	 $	 4,911,933 35% 	 $ 459,065 5%

Governing Justly and Democratically 650,108 5% 	 1,303,047 14%

Investing in People 	 2,300,648 17% 	 3,029,681 33%

Promoting Economic Growth and Prosperity 	 1,062,556 8% 	 3,000,895 32%

Providing Humanitarian Assistance 	 1,099,101 8% 	 1,386,054 15%

Promoting International Understanding 	 1,773,574 13% 	 	 N/A N/A

Strengthening Consular and Management

Capabilities

	 (52,440) 0% 	 	 N/A N/A

Operating Unit Management 	 	 N/A N/A 	 117,152 1%

Executive Direction and Other Costs Not Assigned 	 1,890,603 14% 	 	 N/A N/A

Total Net Cost of Operations $13,636,083 100% $ 9,295,894 100%

NET COST SUMMARY

FINANCIAL HIGHLIGHT S
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 43

BUDGETARY RESOURCES SUMMARY

The chart belowpresentsthe Department and USAID’sstatus of budgetary resources as of September 30, 2007.The Department

reported budgetary resources of $30.9 billion, an increase of 17 percent from the prior fiscal year, and USAID reported

$16.8 billion in budgetary resources, an increase of 16 percent from the prior fiscal year. 

STATE and USAID

FY 2007 Status of Budgetary Resources

(Dollars in Thousands)

Total

$30,954,300

Total

$16,806,779

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$0

$5,752,549

$25,201,751

$11,963,181

$4,843,598

Obligations	Incurred Unobligated	Balance

STATE USAID

STATE

FY 2007 NET COST OF OPERATIONS

$ 1,773,574

$ 1,890,603

$ 2,300,648

$ 4,911,933

$650,108

$ 1,062,556

$ 1,099,101

$ (52,440)

Achieving	Peace	and	Security

Governing	Justly	and	Democratically

Investing	in	People

Promoting	Economic	Growth	and	Prosperity

USAID

FY 2007 NET COST OF OPERATIONS

$ 117,152

$ 1,386,054

$ 459,065

$3,029,681

$ 3,000,895

$ 1,303,047

(Dollars in Thousands) (Dollars in Thousands)

Providing	Humanitarian	Assistance

Promoting	International	Understanding

Strengthening	Consular	and	Management	Capabilities

Executive	Direction	and	Other	Costs	Not	Assigned

Operating	Unit	Management

FINANCIAL HIGHLIGHT S
44 D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s

Contact Information

COMMENTS: We welcome your comments on how we can improve this joint Highlights Report. Please provide comments to the

relevant offices listed below:

Department of State General Information:	 	 202-647-0300	 jointhighlights@state.gov

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

Section State Office USAID Office 

Performance Office of Strategic and Performance Planning

202-647-0300

Office of Management Policy, Budget and

Performance

202-712-1158

Budget 

Office of State Programs, Operations, and Budget

202-647-8517

Office of the Director of U.S. Foreign Assistance

202-647-2765

Office of Management Policy, Budget and

Performance

202-712-4574

Financial 

Office of the Deputy Chief

Financial Officer

202-261-8620

Office of the Chief Financial Officer, Audit

Performance and Compliance

202-712-5339

An electronic version is available on the World Wide Web at:

http://www.state.gov/s/d/rm/rls/perfrpt/ http://www.usaid.gov/policy/highlights07

U.S. Department of State Publication Number: 11481

For additional copies, please call 202-647-0300

Published in Washington, DC

February 2008

P hoto C redits

Associated Press 

Cover, Table of Contents, 4, 14, 16, 17, 28, 29

Department of State 

27

USAID Photos

Cover, Table of Contents, 4, 19, 25, 32

Finca International Photo

22

Mercy Corps Photo

26
D e p a r t m e n t o f S t a t e / u s a i d F Y 2 0 0 7 J o i n t h i g h l i g h t s 45

THE 2007 JOINT HIGHLIGHTS of Performance, Budget and Financial Information for the U.S. Department of State and

U.S. Agency for International Development is published by the Bureau of Resource Management, U.S. Department of

State, in coordination with the Office of the Director of U.S. Foreign Assistance and the Bureau of Management,

U.S. Agency for International Development.

THE JOINT HIGHLIGHTS CORE TEAM is composed of Nina Blassengale, Melane Rose Boyce, Gerald Britan,

Adam Bushey, Stephanie Cabell, Kevin Covert, Julia Gomez, Linda Howey, Horace Johnson, Janet Kerley, Yaropolk

Kulchyckyj, Krishna Kumar, Reaz Mehdi, Subhi Mehdi, Ed Platte, Andrea Sternberg, Mary Stewart, Frank Sullivan, Jill

Thompson, 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, in particular Sheri Beauregard and Michael James, for their

outstanding contributions to the design of the Report. We also thank Denisa Antoine and Portia Cobb from Global

Publishing Solutions for their assistance in printing and distributing the document worldwide. With the exception of

design support, this document was prepared by Federal employees.

Acknowledgements
www.state.gov

www.usaid.gov