United States 

Department of State

T r a n s f o r m i n g t h e W o r l d 

t hrough D iplomacy

Citizens’ Report

Fiscal Year 2008

Summary of 

Performance and 

Financial Results

www.state.gov
PLANNING AND PERFORMANCE RESULTS

B | Department of State FY 2008 Citizens’ Report

About This Report

The United States Department of State Citizens’ Report for Fiscal Year 

2008 provides a summary of the Department’s financial and performance 

data to help Congress, the President and the public assess our stewardship 

over the resources entrusted to us. The Citizens’ Report reflects the final 

of a series of four reports in the Office of Management and Budget’s Pilot 

Program for Alternative Approaches to Performance and Accountability 

Reporting. As part of the four-tiered Pilot Program schedule for Fiscal 

Year 2008, the Department completed the Agency Financial Report, a 

two-page Budget, Performance and Financial Snapshot, an Annual 

Performance Report, and the Citizens’ Report.

All reports are available online at http://www.state.gov/s/d/rm/c6113.htm including the counterpart to the Citizens’ Report, a 

Podcast message from the Under Secretary for Management discussing the Citizens’ Report at http://www.state.gov/

documents/organization/114052.m3u and an interview about the Department’s performance at http://www.state.gov/

documents/organization/114051.m3u. These reports are prepared to present streamlined and timely information to provide 

readers and listeners with a sense of the Department’s highest priorities in the conduct of U.S. foreign policy, along with the 

successes and challenges in implementing programs that pursue our country’s foreign policy agenda.

Attached to this report is a compact disc containing the four part series, an audio text file of the Podcast and the Joint 

Department of State and USAID Strategic Plan for FY 2007-2012. 

About the Cover

The cover features the inside lobby of the Harry S Truman Building of the Department of State in Washington, D.C. where 

flags of every country with which the United States Government has diplomatic relations are on display. 

Table of Contents

Message from the Secretary 1

Our Mission 2

Our Organization and Values 3

Budget, Performance and Financial Snapshot Report 4

Management and Performance Challenges 6

Managing for Results: Our Approach to Performance Management 8

The President’s Management Agenda 8

Program Assessment Rating Tool 8

Summary of 2008 Performance Results 9

War On Terror: A Critical Foreign Policy Challenge 10

Strategic Goals 11

Financial Highlights 27
Department of State FY 2008 Citizens’ Report | 1

Message from the 

Secretary

The Department of State is strategically focused to 

advance the foreign policy interests of the American people 

via a global diplomatic agenda. At our overseas posts, U.S. field offices and 

Washington based bureaus, more than 30,000 foreign affairs professionals work together to address issues as diverse as reducing 

and preventing conflict, decreasing and minimizing cross-border crimes, advancing and promoting human and individual rights, 

increasing trade and investment worldwide, protecting vulnerable populations, and issuing travel documents. 

For 2008, I am pleased to present this first-ever Citizens’ Report as a summary of important performance and financial results, and 

documents the value of our investments towards promoting and protecting the interests of American citizens. It also highlights the 

vital work the men and women of the Department are performing to secure our national interests across the globe. Some of the many 

diplomatic accomplishments in advancing U.S. prosperity and security include: 

■ The Department continued the civilian surge component of the President’s Iraq strategy and worked to negotiate the landmark 

Status of Forces Agreement with the Iraqi government, assisting Iraqis to determine their own political future through 

elections. 

■ We launched the Merida Initiative with Mexico and countries of Central America to combat the threats of drug trafficking, 

transnational crime and money laundering. 

■ Through diplomacy, our domestic and overseas officers defused the Russian-Georgian conflict. 

■ Together with the U.S. Agency for International Development, we ensured that more than 22.3 million people benefited from 

malaria prevention measures. 

■ The Department completed new embassy compounds overseas in Beijing, Berlin, and Baghdad, among others, enabling over 

19,000 employees to move into more secure facilities. 

■ We issued more than 16 million travel documents to ensure safe international travel for U.S. citizens. 

The Department has been focused on improving its financial performance, integrating budgeting with strategic planning and making 

management improvements. As a result, the Department received an unqualified (“clean”) opinion on its financial statements and 

achieved Green status for all five of the government-wide initiatives under the President’s Management Agenda. The summary 

performance and financial data presented herein are complete and reliable in accordance with the guidance from the Office of 

Management and Budget. The Department continues to take an active leadership role in the government-wide Performance 

Improvement Council and works closely with other U.S. Government agencies to increase the effectiveness of the federal government 

and meet the increasingly complex challenges of the twenty-first century. 

I am proud to represent the Department of State’s worldwide employees who are doing vital work for America as they help people 

everywhere build a better world. 

Condoleezza Rice

Secretary of State

January 15, 2009
2 | Department of State FY 2008 Citizens’ Report

DEPARTMENT OVERVIEW

Our Mission

Transforming the World through Diplomacy

A merican diplomacy is based on the fundamental beliefs that our freedom is best protected when others are free; our prosperity depends on the prosperity of others; and our security relies on a global effort to defend the rights of all. In this extraordinary 

moment in history, when the rise of freedom is transforming societies around the world, the United States has an immense 

responsibility to use its diplomatic influence constructively to advance security, democracy, and prosperity around the globe. 

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. All foreign affairs activities – U.S. representation abroad, foreign assistance programs, countering 

international crime, foreign military training programs, services the Department provides to American citizens abroad, and many 

others – are paid for by the foreign affairs budget, which represents about one percent of the total federal budget. This small 

investment is essential to maintaining U.S. leadership abroad, which promotes and protects the interests of American citizens.

OUR MISSION STATEMENT

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.

Note: The Education Strategic Priority and Social Services and Protection for Especially Vulnerable Populations Strategic Priority 

are addressed by USAID. For more information on these priorities please refer to the FY 2008 USAID Annual Performance Report 

at http://www.usaid.gov/policy/apr08/.

2 | Department of State FY 2008 Citizens’ Report
Department of State FY 2008 Citizens’ Report | 3

DEPARTMENT OVERVIEW

Our Organization and Values

All foreign affairs activities, including U.S. representation abroad, foreign assistance programs, 

countering international crime, foreign military training 

programs, services for American citizens abroad, and 

many others, are under the direction of the Secretary 

of State. 

At our headquarters in Washington, D.C., the Department’s mission is carried out through 38 bureaus and 

abroad the Department operates more than 260 embassies, consulates, and other posts. In each Embassy, the 

Chief of Mission (usually an Ambassador) is responsible 

for executing U.S. foreign policy goals and coordinating 

and managing all U.S. Government functions in the 

host country. Chiefs of Mission report directly to the 

President through the Secretary. The U.S. Mission is 

also the primary U.S. Government point of contact for 

Americans overseas and foreign nationals of the host 

country. The Mission serves the needs of Americans 

traveling, working and studying abroad, and supports 

Presidential and Congressional delegations visiting the 

country.

The Department operates two passport centers, two 

contractor-run passport printing and mailing facilities; 

two passport call centers; and 15 passport agencies. In 

2009, the Department expects to open four additional 

passport agencies. The Department of State also 

operates several other types of offices around the world, 

including two foreign press centers; one reception 

center; five offices that provide logistics support for 

overseas operations; 20 security offices; and two 

financial service centers.

Foreign Service Officers and the Civil Service staff in 

the Department of State and U.S. missions abroad 

represent the American people. They work together 

to achieve the goals and implement the initiatives of 

American foreign policy. Foreign Service Officers are 

dedicated to representing America and to responding to 

the needs of Americans around the world and constitute 

a corps of over 11,000 employees.

The Department’s Civil Service staff, totaling over 9,000 employees, provides continuity and expertise in accomplishing all aspects of 

the Department’s mission. Civil Service staff, most of whom are headquartered in Washington, D.C., are involved in virtually every 

policy area of the Department from democracy and human rights to narcotics control, trade, and environmental issues. The nearly 

10,000 Foreign Service National (host country) employees contribute local expertise and provide continuity as they work with their 

American colleagues to perform vital services for U.S. citizens. The workforce is 38% Foreign Service Officers, 30% Civil Service 

Officers, and 32% Foreign Service Nationals. In 2008, 58% of the Department of State workforce was located overseas and 42% 

was located domestically.

OUR VALUES

LOYALTY

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 the customer perspective.

D iversity

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

Secretary Rice and President Bush. AP Photo/ Rom Edmonds
4 | Department of State FY 2008 Citizens’ Report

I. Who We Are

Mission: The mission of the Department, working closely with the U.S. Agency for International Development (USAID) is to “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.” The State/USAID Joint Strategic Plan for 

2007-2012 can be found at http://www.state.gov/s/d/rm/rls/dosstrat/2007.

Organization: The Department’s mission is carried out by seven bureaus covering the geographic regions of the world and international organizations, and over 30 

functional and management bureaus. The Department has an extensive overseas presence with over 260 embassies, consulates and other posts worldwide. For more 

information about the Department, please visit www.state.gov. The most recent version of the Department’s organization chart can be found on page 8 of the Fiscal Year 

2008 Agency Financial Report (AFR) at http://www.state.gov/s/d/rm/rls/perfrpt/2008/. 

Personnel: The Department’s integrated workforce implements U.S. foreign policy worldwide to achieve the agency’s strategic goals, and is comprised of Foreign 

Service Officers (11,000 or 38%), Civil Service staff (9,000 or 30%) and Foreign Service Nationals (10,000 or 32%). For more personnel data, please see page 9 of the 

AFR at http://www.state.gov/s/d/rm/rls/perfrpt/2008/. 

Budgetary Resources: The budgetary resources appropriated for Fiscal Year 2008 and allocated by strategic goal, totaled just over $20 billion or $114 per person 

annually and includes both foreign assistance to other countries and the Department’s overseas and domestic operations funds. Note: The total spending reported is State 

Department only, and does not include USAID funding which is combined in the International Affairs account within the President’s Budget. 

II. Budget Snapshot ($ in millions)

Mandatory $ -43 $ -235 $ 95 $ 180 $ 54

Discretionary $17,722 $17,379 $16,769 $22,035 $24,070

Total $17,679 $17,144 $16,864 $22,215 $24,124

Note: Negative numbers for 2005 and 2006 in the Mandatory category relate to Working 

Capital Fund and Foreign Service Retirement and Disability Fund credits. FY 2009 spending 

is based on projections.

Year Operations Economic 

Support Funds

Foreign Mil. 

Financing Peacekeeping HIV/AIDS

2008 $6,800 $5,362 $4,721 $2,100 $1,865

2009 $5,300 $4,279 $4,945 $1,500 $1,912

Note: The amount for HIV/AIDS is 40 percent of the total; USAID reports on the balance of 60 percent. 

FY 2009 budget is based on the President’s budget request. 

Budget, Performance and Financial Snapshot Report–Fiscal Year 2008

An excerpt from The FY 2008 Performance Report of the Federal Government

4 | Department of State FY 2008 Citizens’ Report

III. Performance Snapshot

Accomplishments: In FY 2008, the Department of State worked closely with USAID and other U.S. Government partners to advance foreign policy objectives. The 

Department continued the civilian surge component of the President’s Iraq strategy and has completed a landmark Status of Forces Agreement with the Iraqi government. 

The Secretary successfully negotiated a nuclear agreement with India, launched the Merida Initiative with Mexico and countries of Central America with the aim of 

combating the threats of drug trafficking, transnational crime and money laundering, and used U.S. diplomacy to defuse the Russian/Georgian conflict. The Department 

filled 100% of critical needs positions in Iraq and Afghanistan, issued 16 million travel documents in a timely manner, and completed several new embassy compounds 

overseas in Beijing, Berlin and Baghdad, among others, which enabled over 19,000 employees to move into more secure facilities. 

Challenges: The Department’s management and performance challenges are focused in the following areas: making its people, facilities and information more 

secure; improving the protection of personally identifiable information; strengthening contracting and procurement; ensuring an appropriately sized, skilled and 

trained diplomatic workforce; strengthening border security; better integrating public diplomacy, and improving coordination and management of foreign assistance 

activities. For the latest assessment of the Department’s Management and Performance Challenges conducted by the Office of the Inspector General (OIG), please 

see the FY 2008 Agency Financial Report, pages 101-105 or visit http://www.state.gov/s/d/rm/rls/perfrpt/2008/. An abridged version of the statement from the OIG 

is included in this report.

IV. Financial Snapshot ($ in millions)

Clean Opinion on Financial Statements Yes

Timely Financial Reporting Yes Total Assets $52,116

Improper Payment Rate 1%* Total Liabilities $21,483

Material Weaknesses 0 Net Cost of Operations $17,741

* OMB reports only one program, Business Class Travel. For additional information, see OMB’s paper, Improving the Accuracy and Integrity of Federal Payments, page 22 at 

http://govexec.com/pdfs/010809e1b.pdf.
Department of State FY 2008 Citizens’ Report | 5

Summary of Department of State Performance Ratings for Fiscal Year 2008

FY 2008 Performance Results per Strategic Goal*

 Target met/exceeded Target not met but improved over prior years Target not met Data not yet available

Strategic Goal 1: Achieving Peace and Security Performance Results Budget

Preserve international peace by preventing regional conflicts and transnational crime, combating terrorism 

and weapons of mass destruction, and supporting homeland security and security cooperation.

26

Indicators

2008 Actual 

$11,213M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Number of Foreign People Trained in Counterterrorism 

by U.S. Government Programs New Indicator 1,925 2,600 2,651 3,936

Strategic Goal 2: Governing Justly and Democratically Performance Results Budget

Advance the growth of democracy and good governance, including civil society, the rule of law, 

respect for human rights, political competition, and religious freedom.

12

Indicators

2008 Actual

$2,629M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Number of Domestic Election Observers Trained with U.S. Government Assistance New Indicator 53,258 27,536 24,629 3,700

Strategic Goal 3: Investing in People Performance Results Budget

Improve health, education, and other social services to help nations create sustainable improvements 

in the well-being and productivity of their citizens. 

3

Indicators

2008 Actual 

$3,416M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Cumulative Number of People Receiving HIV/AIDS Treatment in the 

15 Focus Countries of PEPFAR (Note: Joint Program with USAID) 0.8 million 1.36 million 1.7 million 2 million 2 million

Strategic Goal 4: Promoting Economic Growth and Prosperity Performance Results Budget

Strengthen world economic growth and protect the environment, while expanding opportunities for 

U.S. businesses and ensuring economic and energy security for the nation. 

13

Indicators

2008 Actual 

$3,040M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Status of Negotiations and Policy Changes Impacting Services, 

Trade, and Investment

 6 Policy 

Successes

 13 Policy 

Successes

 13 Policy 

Successes

 12 Policy 

Successes 

 13 Policy 

Successes

Strategic Goal 5: Providing Humanitarian Assistance Performance Results Budget

Minimize the human costs of displacement, conflicts, and natural disasters to save lives and alleviate suffering. 3

Indicators

2008 Actual 

$1,613M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Percentage of Refugees Admitted to the U.S. Compared to the Regional Ceiling 69 percent 97 percent 100 percent 86 percent 100 percent

Strategic Goal 6: Promoting International Understanding Performance Results Budget

Foster mutual understanding through a two-way flow of people, ideas, and information to create 

peaceful and productive relationships between the U.S. and other countries.

7

Indicators

2008 Actual 

$1,163M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Percentage of participants who increased their understanding of the 

United States immediately following their program 92 percent 93 percent 93 percent 95 percent 94 percent

Strategic Goal 7: Strengthening Consular and Management Capabilites Performance Results Budget

Assist American citizens to travel, conduct business and live abroad securely, and ensure a high-quality 

workforce supported by a modern, secure infrastructure and operational capabilities. 

24

Indicators

2008 Actual 

$8,434M

Representative Performance Indicator 2006 Results 2007 Results 2008 Target 2008 Results 2009 Target

Percentage of Passport Applications Processed within Targeted Timeframe 90 percent 71 percent 100 percent 100 percent 100 percent

* These measures were selected from a number of performance measures supporting the specific strategic goals. Not all indicators in the Snapshot Report are included in the Citizens’ Report 

 chapters, but are available in the Annual Performance Report.

Department of State FY 2008 Citizens’ Report | 5
6 | Department of State FY 2008 Citizens’ Report

INSPECTOR GENERAL’S ASSESSMENT

Inspector General’s Assessment of Management 

and Performance Challenges

Below is an abridged version of the Office of the Inspector General (OIG) report that highlights the Department’s most serious management and performance challenges for 2008, followed by a brief assessment of actions taken and actions 

remaining. In accordance with the Reports Consolidation Act of 2000, the full statement can be found in the Department’s 

2008 Agency Financial Report on page 101 at http://www.state.gov/s/d/rm/rls/perfrpt/2008/.

Challenge PROTECTION OF PEOPLE AND FACILITIES

OIG Statement The Department has addressed security issues well at posts through new embassy compound construction and security 

upgrade programs, but needs to address these issues for facilities still awaiting such programs.

Action Taken Emergency Action Plans are being updated, for which the Department is using a computer based application and specific 

requirements to authorize evacuations.

Action Remaining The Department needs to identify and fund interim solutions for various costly security requirements and address other 

agency personnel growth at posts with security challenges.

Challenge INFORMATION SECURITY

Issue Passport Information Electronic Records System (PIERS) System Controls

OIG Statement The Department needs to address a variety of control weaknesses in its Passport Information Electronic Records System 

(PIERS). 

Action Taken Actions to address the 22 OIG recommendations regarding PIERS are underway, including vulnerability and risk 

assessments. 

Action Remaining Further efforts at addressing control weaknesses need to be made – particularly regarding the prevention and detection 

of unauthorized access to passport and applicant information.

Issue Use of Laptops

OIG Statement The Department must balance the operational need for mobile computers and other mobile devices used by personnel 

with protecting the information they contain.

Action Taken The Department is developing security controls, policies and procedures to protect sensitive personal and program-specific 

information.

Action Remaining The Department needs to finalize and implement security controls, policies, and procedures that keep pace with emerging 

technology. 

Challenge FINANCIAL MANAGEMENT

OIG Statement The Department should address a number of financial management weaknesses that have been identified repeatedly for 

several years, particularly regarding personal property, undelivered orders, the inadequacy of financial and accounting 

systems, and the lack of a managerial cost accounting system. 

Action Taken The Department has taken steps to improve some weaknesses previously identified, notably regarding information 

security and the launching of a new financial management system. 

Action Remaining Many of the financial management challenges faced by the Department, including those that prevented the auditors from 

providing a “clean opinion” in 2007, have been addressed, resulting in an unqualified or “clean” opinion for 2008.

Challenge CONTRACTING AND PROCUREMENT

OIG Statement The Department needs to implement a number of previous OIG recommendations regarding contracting and procurement, 

including an increase in personnel responsible for procurement and acquisitions. 

Action Taken The Department conducted a comprehensive review of acquisitions management, identifying process improvement 

possibilities and areas of regulatory non-compliance, and instituted a 1% surcharge for all acquisition actions. This will 

enable the Acquisitions Office to operate more effectively, including the gradual assumption of responsibility for the local 

guard contracting program. 

Action Remaining Acquisitions staff still needs to be increased, recommendations regarding contracting by the Office of Overseas Buildings 

Operations need to be implemented, and other procurement-related issues must be addressed.

Continued on next page
Department of State FY 2008 Citizens’ Report | 7

INSPECTOR GENERAL’S ASSESSMENT

Challenge HUMAN RESOURCES

Issue Global Repositioning

OIG Statement If the Global Repositioning Program (GRP) becomes regularized, it needs to take into account strategic planning 

mechanisms and be reduced in scope if budget and staffing shortfalls persist.

Action Taken The Department has achieved GRP results quickly and reallocated positions across regional and bureau lines.

Action Remaining Sufficient resources need to be devoted to making GRP work more effectively if the program continues.

Issue Locally Employed Staff

OIG Statement The Department needs to resolve compensation, benefits, and pension issues regarding locally employed staff (LES). 

Action Taken The complexities of local labor laws have thwarted the Department’s efforts to create a universal, off-shore pension plan 

that addresses LES retirement needs, but some steps have been taken in individual countries. 

Action Remaining Many issues have been addressed over recent years on a partial, country-by-country basis, but need to be addressed 

comprehensively on a worldwide basis. 

Issue Human Capital Planning

OIG Statement The Department needs to address critical workforce planning and human resource management, given that 35% of its 

workforce will be eligible for retirement within the next five years.

Action Taken The Department is implementing a human capital plan to ensure continuous recruitment, training, deployment, and 

retention of qualified Foreign Service and Civil Service employees whose skills are aligned with evolving strategic 

objectives.

Action Remaining None, although the human capital plan will need continuing high-level attention and periodic updating.

Issue Human Resources Services Delivery

OIG Statement The Department should address the problem of human resource services that are fragmented, duplicative, and 

inconsistent.

Action Taken Based on private sector and government best practices, the Department is undertaking an initiative to improve, 

streamline, and automate human resource services.

Action Remaining None, except that the initiative will require ongoing support from the Department’s highest levels if it is to succeed. 

Issue Retiree Services

OIG Statement The Department should strengthen the Office of Retirement, principally by improving its operations to overcome a history 

of sub-par performance and outdated IT systems. 

Action Taken The Department has deployed the Employee Benefits Information System (EBIS) to streamline and accelerate the system 

for submitting Civil Service retirement packages.

Action Remaining EBIS has just been deployed and must be monitored closely. The Department plans to launch a Foreign Service version of 

EBIS in 2009.

Challenge COUNTERTERRORISM AND BORDER SECURITY

OIG Statement The Department should develop a flexible approach to deploying human and other resources to meet consular demands 

created by the 2009 onset of the Western Hemisphere Travel Initiative (WHTI) and other burgeoning consular demands.

Action Taken The Bureau of Consular Affairs has developed and is pursuing a strategic plan that projects necessary changes in the 

Border Security Program to meet anticipated changes. 

Action Remaining In addition to addressing consular workload requirements, the Department should address non-consular issues and their 

priority in the operations of border posts.

Challenge PUBLIC DIPLOMACY

OIG Statement The Department should further integrate public diplomacy as part of the total diplomatic effort rather than addressing it 

as a separate policy development process.

Action Taken Important progress has been made in addressing this issue, including increases in public diplomacy personnel through 

hiring done as part of the Diplomatic Readiness Initiative (DRI).

Action Remaining Further integration of public diplomacy within the Department and the interagency as well at overseas posts needs to 

occur, with particular attention to giving first-tour public diplomacy officers proper training and to strengthening public 

diplomacy capabilities at Caribbean posts.

Challenge COORDINATING FOREIGN ASSISTANCE

OIG Statement The Department should identify and rationalize redundant assistance programs supplied by State and USAID entities. 

Action Taken The Office of the Director of Foreign Assistance continues to develop its coordinating role for overseas foreign assistance 

activities. 

Action Remaining Senior decision makers at overseas posts and in Washington should review both in-country and regional assistance 

programs to resolve problems of program redundancy. 
8 | Department of State FY 2008 Citizens’ Report

PERFORMANCE AND BUDGET SUMMARY

Managing for Results: Our Approach 

to Performance Management

State Department leadership, managers and staff use strategic planning standards and performance management to effectively focus and guide the organization’s efforts. A high level Strategic Plan and Strategic Goal Framework organized by strategic goals and strategic 

priorities, link people, programs, policies, processes, budget and performance information to optimize expected results. We have developed 

a disciplined performance structure and process centered on the results needed and the strategies and activities designed to deliver them. 

The Department’s robust Annual Planning Cycle engages diplomatic missions overseas and Washington-based bureaus in outcome-oriented, 

planning activities that articulate policy and establish programmatic direction by country, region and strategic goal. 

Another tool that assists our strategic and performance planning is Executive Order 13450: Improving Government Program Performance, 

signed by the President in November 2007 that established a Performance Improvement Officer (PIO) at each agency and the interagency 

Performance Improvement Council. The Executive Order reinforces the performance improvement infrastructure at the Department and 

provides additional leverage to strengthen crosscutting performance management. At the Department of State, the Deputy Assistant Secretary 

of State for Strategic and Performance Planning has been designated as the PIO. A key responsibility of the PIO is to advise the agency head 

whether measurement of programs and progress is rigorous and accurate.

Strategic planning and performance management together add permanent quality control and demonstrate return on our investments. 

The Department uses performance management best practices to assess and mitigate management challenges, measure and evaluate impacts, 

devise solutions, strengthen and inform program, policy and resource allocation decision-making, and learn how strategies are progressing 

and where to adjust course. The Department serves the public by carrying out its mission to create a more secure, democratic, and prosperous 

world for the benefit of the American people and the international community. 

The President’s Management Agenda

The President’s Management Agenda (PMA) is the President’s program 

for improving the management and performance of the federal government, with a focus on results. The PMA contains five governmentwide 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. Please note that on December 12, 2008 the Department 

received an unqualified (“clean”) opinion on the financial statements, as of and for the year ended September 30, 2008. As of the most 

recent PMA quarterly scorecard, the Department received green status ratings for all initiatives, one of only a few agencies to do so.

Program Assessment Rating Tool

OMB’s 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. A key component of the President’s Management 

Agenda, PART assessments review overall program effectiveness, from how 

well a program is designed to how well it is implemented and what results 

it achieves. PART results are used to improve program management and to 

ensure the most effective and efficient use of taxpayer dollars. Since 2002, the 

Department and OMB have used PART to review a total of fifty-one programs 

covering State Operations and Foreign Assistance. The chart to the right 

reflects the fifty-one programs assessed between 2002 and 2008 grouped by 

their PART ratings. For additional information on PART and these detailed 

assessments, please visit http://www.expectmore.gov/ or refer to the FY 2008 

Annual Performance Report at http://www.state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 9. 

PMA Initiative Status Progress

Strategic Management of Human Capital

Improved Financial Performance

Commercial Services Management 

Performance Improvement

Expanded Electronic Government

Federal Real Property Asset Management 

Right-Sized Overseas Presence (OMB Lead) 

 Green for success Yellow for mixed results Red for unsatisfactory 

Moderately 

Effective – 24%

12 Programs

Effective – 51%

26 Programs

Adequate – 25%

13 Programs 
Department of State FY 2008 Citizens’ Report | 9

PERFORMANCE AND BUDGET SUMMARY

Summary of 2008 Performance Results

2008 Performance Summary

Each year, the Department of State plans and organizes its foreign policy resources and efforts based on an annual 

assessment of progress towards achieving seven strategic goals. 

In order to measure the Department’s progress in FY 2008, an 

interagency working group selected 88 performance indicators 

that best reflect U.S. Government foreign policy priorities 

and major areas of investment. The working group and 

others examined each indicator closely to determine whether 

the FY 2008 result met a previously determined target and 

how the results impact the achievement of the Department’s 

goals. 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, 

private-public partnerships, non-government organizations, 

and host governments. The annual measures used in this report 

contribute toward achieving the longer-term goals. 

The chart above summarizes the ratings of the Department’s 

88 performance indicators. Eighteen illustrative indicators are 

highlighted in the following section, which is organized by strategic goal and accompanied by an explanation of each goal and 

analysis of results achieved in 2008. Each featured indicator explains steps to improve if the 2008 result is below target or the reasons 

for exceeding target if the indicator is significantly above target. For 10 of these indicators, results are not yet available at this time. 

Results data for those indicators are collected on a calendar year basis or from overseas and outside sources and are not available until 

later in 2009. Those results will be updated in performance reporting as they become available. The entire set of 88 performance 

indicators and their 2008 results are published in full in the Department’s FY 2008 Annual Performance Report (http://www.state.

gov/s/d/rm/rls/perfrpt/2008apr/). 

2008 Budget Summary

The Department of State incorporates performance information in the allocation and use of budget resources. The chart below 

shows how the Department’s resources are allocated for each Strategic Goal.

1 Program results for several indicators 

are achieved jointly by USAID and the 

Department of State. These joint 

indicators are noted in the FY 2008 

Annual Performance Report available at 

http://www.state.gov/s/d/rm/rls/perfrpt/

2008apr/.

Achieving Peace

and Security:

11,213 million 

dollars;

Governing 

Justly and 

Democratically:

2,629 million 

dollars;

Promoting 

Economic 

Growth 

and Prosperity:

3,416 million 

dollars;

Investing 

in People:

3,040 million 

dollars;

Providing 

Humanitarian 

Assistance:

1,613 million 

dollars;;

Promoting 

International 

Understanding:

1,163 million 

dollars;

Strengthen 

Consular and 

Managment 

Capabilities:

8,434 million 

dollars
War On Terror: A Critical Foreign Policy Challenge

Defeating the terrorist enemy requires a comprehensive effort executed locally, nationally, regionally, and globally. Working with partner nations, we must eliminate terrorist leadership and terrorist safe havens, tailoring regional strategies to disaggregate 

terrorist networks and break terrorist financial, travel, communications, and intelligence links. Most challenging, we must address 

the underlying conditions that terrorists exploit at the national and local levels to induce alienated or aggrieved populations to 

become sympathizers, supporters, and ultimately members of terrorist networks. Our strategy is to marginalize violent extremists by 

addressing people’s needs and grievances, and by giving people a stake in their own political future. 

REGIONAL STRATEGIC INITIATIVE. Terrorists operate without regard to national boundaries and are highly adaptable; defeating them 

requires both centralized coordination and field authority. Resources and responses must be applied in a rapid, flexible, and focused 

manner. The State Department’s Office of the Coordinator for Counterterrorism has developed the Regional Strategic Initiative in 

key terrorist theaters of operation to collectively assess the threat, pool resources, and devise collaborative strategies, action plans, and 

policy recommendations. 

BRINGING TERRORISTS TO JUSTICE: REWARDS FOR JUSTICE (RFJ) is a valuable asset in the War on Terror. Through the RFJ program, 

the Secretary of State, offers and pays rewards for information that prevents or successfully resolves an act of international terrorism 

against United States citizens or property. Reward offers of up to $25 million have been authorized for information leading to the 

capture of Usama bin Laden and other key terrorist leaders. Since its inception in 1984, RFJ has paid more than $82 million to over 

50 people who provided credible information. 

The ANTITERRORISM ASSISTANCE PROGRAM (ATA) provides partner countries with the training, equipment, and technology needed 

to increase their capabilities to find and arrest terrorists, and builds the kind of cooperation and interactivity between law enforcement 

officers that has a lasting impact. During Fiscal Year 2008, the State Department delivered over 280 training activities and technical 

consultations, and trained over 5,600 participants from 68 countries. Training included: crisis management and response, cyber 

terrorism, dignitary protection, bomb detection, airport security, border control, response to incidents involving weapons of mass 

destruction, countering terrorist finance, interdiction of terrorist organizations, and kidnap intervention and hostage negotiation 

and rescue. 

Examples of the success of ATA training include:

■ Afghanistan: In April 2008, an assassination attempt on President Karzai by Taliban fighters in Kabul, was thwarted by the 

quick action of the ATA trained Presidential Protective Services personnel. Three assassins were killed and three were arrested. 

■ Colombia: ATA continued its assistance in the development a cutting-edge anti-kidnapping training facility known by 

its location in Sibate. During 2008, Colombia law enforcement began assuming full responsibility for delivering ATAbased training courses as a part of the Sibate programs. ATA training has helped Colombia’s anti-kidnapping units reduce 

kidnappings in Colombia by 83 percent since 2002. Over the past six years, none of the ATA-trained units have lost a single 

hostage during rescue operations.

■ Indonesia: ATA trained and equipped tactical units arrested and participated in the adjudication of over four hundred 

terrorist suspects. They directed the investigation that resulted in the arrest operations, and related deaths, of one of Southeast 

Asia’s most wanted terrorists, Dr. Azahari, the mastermind of a hotel bombing in Bali in 2002 that killed over 200 people, and 

contributed to the dismantlement of Azahari’s terror organization. 

The TERRORIST INTERDICTION PROGRAM (TIP) assisted priority countries at risk of terrorist activity to enhance their border security 

capabilities. The State Department has provided TIP assistance to more than 20 countries at 110 ports of entry, assistance that 

was instrumental in impeding and interdicting terrorist travel. High-priority countries participating in the program include Iraq, 

Pakistan, Afghanistan, Yemen, Thailand, and Kenya. 

COUNTERTERRORIST FINANCE TRAINING. The State Department chairs the interagency Terrorist Finance Working Group, which 

develops and coordinates USG counterterrorism financing (CTF) capacity-building efforts in key partner nations. The CTF 

capacity-building program includes training and technical assistance in the legal, financial regulatory, financial intelligence, financial 

investigation, and judicial, prosecutorial and asset forfeiture fields, as well as task force development to build interagency cooperation 

among the fields. 

10 | Department of State FY 2008 Citizens’ Report
Department of State FY 2008 Citizens’ Report | 11

PLANNING AND PERFORMANCE RESULTS

I. Public Benefit

The United States promotes peace, liberty and prosperity for all people, and ensuring security is central to achieving peace. The U.S. Government 

directly confronts threats to national and international security from terrorism, 

weapons proliferation, failed or failing states, and political violence. By 

enforcing compliance with arms control, nonproliferation and disarmament 

agreements through diplomacy, political and economic sanctions, and physical 

interdiction, we ensure our national security and the security of the global 

community. In doing so, we strengthen U.S. national security as well as 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.

II. Summary of Performance

Total Number of Indicators – 26

Above target – 5;

19%

On target – 10;

39%

Improved, but

not met – 7;

27%

Below target – 4;

15%

Key Selected Achievements 

■ NATO expanded its Training Mission in Iraq to include Air 

Force/Navy staff officers, border security, and advanced forensics 

training and handed over significant aspects of its officer and noncommissioned officer academy training to the Iraqi government.

■ The Department further developed the U.S.- Poland bilateral 

security relationship with a ballistic missile defense agreement.

III. Performance Analysis and Resources Invested

A total of seven strategic priorities are included under Strategic 

Goal 1. The following are a few illustrative performance 

indicators. The complete set of 26 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 32.

1. Counterterrorism: Prevent terrorist attacks against the 

United States, our allies, and our friends, and strengthen alliances 

and other international arrangements to defeat global terrorism.

U.S. Government activities seek to help other countries 

establish the capacity of their legal and regulatory systems 

and their security forces to combat and defeat terrorists. In 

the multi-lateral arena the U.S. Government works with 

other governments and international organizations to develop 

coalitions and international laws and agreements to combat 

terrorism.

Counterterrorism: 440 million dollars;

Combating Weapons of Mass 

Destruction and Destabilizing

Conventional Weapons: 505 million dollars;

Security Cooperation and

Security Sector Reform: 5,586 million dollars;

Conflict Prevention, Mitigation,

and Response: 3,295 million dollars;

Transnational Crime: 141 million dollars;

Counternarcotics: 1,073 million dollars;

Homeland Security: 172 million dollars;

Secretary Rice and Polish Foreign Minister 

Sikorski celebrating the U.S.–Poland missile 

defense agreement in Warsaw, Poland. 

AP Photo/Czarek Sokolowski

Preserve international peace by preventing regional conflicts and transnational crime, combating terrorism 

and weapons of mass destruction, and supporting homeland security and security cooperation. 

Strategic Goal 1: Achieving Peace and Security
PLANNING AND PERFORMANCE RESULTS

12 | Department of State FY 2008 Citizens’ Report

Analysis: The U.S. Government trains law enforcement agencies in partner countries and provides state-of-the art computer database 

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

The indicator below summarizes the performance of U.S. counterterrorism training activities. Training allies to battle terrorism is a 

smart and efficient way to extend a protective net beyond U.S. borders and ensure that terrorism is thwarted before it reaches the U.S., 

while at the same time strengthening U.S. Government partnerships. In addition, training programs deliver technical finance assistance 

and training to improve the ability to investigate, identify and interdict the flow of money to terrorist groups, and support activities that 

deradicalize youth and prisoners. A strong example of this is the Anti-Terrorism Assistance (ATA) program in the Philippines. In FY 2008, 

U.S. efforts enhanced the capacity of Philippine law enforcement agencies to deter, detect, counter, and investigate terrorist activities by 

providing valuable training in a wide range of areas including Interdicting Terrorist Activity, Explosive Incident Countermeasures, PostBlast Investigation, Advanced Computer and Cellphone Forensics. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of Host Country Officials Trained in 

Counterterrorism By U.S. Government Programs

Indicator 

established 

in 2007

1,925 2,600 2,651

Above target

3,936

Impact(s): Increased capacity, skills, and abilities in host countries and strengthened partnership with the U.S. Government in the war on terror. 

Reasons for Exceeding Target: The performance target was set at an approximate level and the deviation from that level is slight. There was no effect on overall 

program or activity performance.

Data Source, Verification, and Validation: 2008 Performance Reports from 15 countries as collected in the Foreign Assistance and Coordination System (FACTS). 

Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and 

timeliness. Data quality assessments revealed no significant data limitations.

2. Combating Weapons of Mass Destruction (WMD) and Destabilizing Conventional Weapons: Prevent the proliferation of 

and trafficking in weapons of mass destruction and destabilizing conventional weapons, thereby reducing their threat to the United States, our 

allies, and our friends. 

Activities in this area aim to prevent the proliferation of, and trafficking in, WMDs and involve many policy initiatives, such as 

denuclearization of North Korea and the Proliferation Security Initiative, as well as several foreign assistance programs, including the 

Global Threat Reduction Program and the Export Control and Related Border Security program (EXBS).

Analysis: One of the most important policy initiatives in this area has been restraining Iran’s nuclear program. In FY 2008, the EXBS 

program continued to provide assistance to over 45 partner countries to improve their strategic trade control and related border security 

capabilities in the effort to stem the flow of weapons of mass destruction (WMD), their delivery systems, and advanced conventional 

weapons. With FY 2008 funds, we expanded EXBS programs to Cambodia, Kosovo, and Libya, and plan further expansion in FY 2009. 

The following indicator highlights a worldwide cumulative measure of U.S. progress in instituting strategic trade and border controls. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Cumulative Number of Countries That Developed 

Valid Border Security Programs Meeting 

International Standards 

8 12 12 12

On target

14

Impact(s): Strong strategic trade and border control systems are the front line of our efforts to prevent the proliferation of weapons of mass destruction.

Data Source, Verification, and Validation: 12 countries whose systems meet the international export standards as validated by EXBS reporting. Data is compiled and 

tracked by the Department of State’s Bureau of International Security and Nonproliferation, based on feedback from their program managers and Contracting Officer’s 

Representatives and is maintained on their intranet. Performance data are validated and verified using Data Quality Assessments and must meet five data quality 

standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

3. Security Cooperation and Security Sector Reform: Establish, maintain, and where appropriate, expand close, strong, and 

effective U.S. security ties with allies, friends, and regional organizations.

Responsible governments must deal with threats within their own borders and address international problems in partnership with the 

U.S. and others. Diplomatic and development activities in this area promote U.S. interests around the world by ensuring that coalition 

partners and friendly governments are equipped and trained to work toward common security goals.

Analysis: The indicator below attempts to measure the degree to which U.S.-supplied training of Foreign Military Personnel is seen 

as valuable by foreign governments. The underlying assumption is that by promoting U.S. trained personnel to national leadership 
Department of State FY 2008 Citizens’ Report | 13

PLANNING AND PERFORMANCE RESULTS

positions the skills and values provided in that training will eventually be spread to the entire military structure and that leadership will 

be more likely to respect civilian control of the military, be willing to work with U.S. led or sponsored peacekeeping missions and be 

interested in maintaining a longstanding relationship with the United States.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of Foreign Military Personnel at National 

Leadership Levels Trained in the United States

Indicator 

established 

in 2007

958 1,297 497

Below target

547

Impact(s): Increased capacity and skills in host countries strengthened their ability to enforce peace and security. The promotion of military-to-military cooperation, 

development of military professionalism, increased interoperability and enhanced ability to achieve mutual objectives.

Steps to Improve: Because of a military led coup in Mauritania, U.S. training programs were suspended and the country was unable to meet its target of 500. Several 

other U.S. Missions were unable to meet their targets because the host government personnel were not available. The impact of the Mauritanian program’s failure to 

meet the target revealed issues in the understanding of the indicator by several locations which will be addressed in the next reporting cycle.

Data Source, Verification, and Validation: 2008 Performance Reports from 24 countries as collected in the Foreign Assistance and Coordination System (FACTS). 

Additional countries have set targets against this indicator in 2009. Performance data are validated and verified using Data Quality Assessments and must meet five 

data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed that several locations misunderstood the use of this 

indicator which issue is being addressed in guidance for the next reporting cycle.

4. Conflict Prevention, Mitigation, and Response: Support the prevention, containment or mitigation, and resolution of existing or 

emergent regional conflicts, as well as post-conflict peace, reconciliation, and justice processes.

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 foundation for longer-term development by promoting 

reconciliation, fostering peace and democracy, and jumpstarting nascent government operations.

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

negotiate, thereby empowering those individuals to better manage conflict both within their group and between groups, as well as 

training them to be effective in implementing and managing peace processes. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of People Trained in Conflict Mitigation/

Resolution Skills with U.S. Assistance

Indicator 

established 

in 2007

17,965 5,449 12,578

Above target

24,634

Impact(s): Increases a population’s abilities to reduce the threat or impact of violent conflict, promote peaceful resolution of differences, mitigate violence, and establish 

frameworks for peace and reconciliation. Performance data for this indicator fluctuate widely from year to year, depending on country need and capacity.

Reasons for Exceeding Target: The performance target was set at an approximate target level. Results exceeded expectations due to more favorable conditions in the 

reporting countries. There was no effect on overall program or activity performance.

Data Source, Verification, and Validation: 2008 Performance Reports from seven countries and USAID’s Bureau of Democracy, Conflict, and Humanitarian Assistance 

as collected in the Foreign Assistance and Coordination System (FACTS). Performance data are validated and verified using Data Quality Assessments and must meet five 

data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

In Focus: Rebuilding Efforts in Iraq

The past year has been marked with change and transition in Iraq. The Government of Iraq has increasingly taken responsibility for funding and management of large-scale reconstruction projects, including accepting the transfer of more than 130 Primary 

Health Care Centers throughout Iraq. The Department of State focused its efforts on targeted training and capacity development 

programs within the central and local governments so that the Iraqis could continue the reconstruction effort themselves and provide 

government services effectively. We trained 31,000 civil servants and another 36,000 Iraqis graduated from vocational training 

programs. Our diplomatic efforts in Baghdad have met with significant success including the passage of the Provincial Powers law 

by the Iraqi Council of Representatives and provincial and national elections are scheduled to be held in 2009. The security gains 

made possible as a result of the “surge” of coalition forces, the public’s rejection of extremist violence and the increasing ability of 

Iraqi Security Forces to take on more responsibility for securing the Iraqi population have helped create conditions under which Iraq’s 

economy has continued to grow. 
PLANNING AND PERFORMANCE RESULTS

14 | Department of State FY 2008 Citizens’ Report

5. Counternarcotics: Disrupt and reduce international drug trafficking by cooperating internationally to set and implement anti-drug 

standards, share related financial and political burdens, close off criminal safe havens, and build and strengthen justice systems.

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 and their leaders.

Analysis: 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. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Hectares of Drug Crops Eradicated Annually in 

U.S. Government-Assisted Areas

Indicator 

established 

in 2007

177,452 182,975 253,117

Above target

215,550

Impact(s): Every successful eradication operation keeps drugs out of the United States. U.S. Government crop eradication assistance includes technical, financial, and 

logistical support for eradication missions, alternative livelihood development, road construction, and small water and electricity plans.

Reasons for Exceeding Target: Two locations in particular, Peru and Columbia, exceeded their FY 2008 targets. In Columbia, the eradication program has become more 

efficient and the number of hectares sprayed with glyphosate has increased by over 30%, using essentially the same resources since FY 2002. One location, however, 

Bolivia, saw a 21% decrease in eradication for FY 2008 due to the apparent current lack of political will of eradicating only but the minimum necessary.

Data Source, Verification, and Validation: 2008 Performance Reports from 6 countries as collected in the Foreign Assistance and Coordination System (FACTS). 

Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and 

timeliness. Data quality assessments revealed no significant data limitations.

For a complete discussion of the following strategic priorities including performance measures, please refer to the APR.

6. Transnational Crime: Decrease and minimize cross-border crimes that threaten the United States and other countries by strengthening 

abilities to detect, investigate, prosecute, and ultimately prevent violations of law.

7. Homeland Security: Create conditions abroad that serve and protect American citizens and interests by assisting consular and infrastructure 

protection programs.

Advance the growth of democracy and good governance, including civil society, the rule of law, respect for 

human rights, political competition, and religious freedom.

Strategic Goal 2: Governing Justly and Democratically

I. Public Benefit

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

A Masai woman 

casts her ballot 

during the Kenyan 

presidential election. 

AP Photo/Karel Prinsloo
Department of State FY 2008 Citizens’ Report | 15

PLANNING AND PERFORMANCE RESULTS

II. Summary of Performance

Key Selected Achievements 

■ The Department of State encouraged the Government of Vietnam 

to continue to deepen its implementation of a legal framework on 

religion which led to the registration of more than 10 new religious 

groups in the past year.

■ The Department partnered with major apparel brands and retailers, 

investment firms, and non-governmental organizations to eliminate 

the worst forms of child labor in Uzbekistan’s cotton sector.

III. Performance Analysis and Resources Invested

A total of four strategic priorities are included under Strategic 

Goal 2. The following are a few illustrative performance 

indicators. The complete set of 12 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 66.

1. Rule of Law and Human Rights: Advance and protect 

human and individual rights, and promote societies where the 

state and its citizens are accountable to laws that are publicly 

promulgated, equally enforced, and independently adjudicated, 

consistent with international norms and standards.

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. Rule of law and human rights are core principles central to American foreign 

policy.

Analysis: The indicator below monitors improved court case management as reported by 15 locations. Overall program targets were not 

met because multiple locations are no longer reporting against this indicator due to changes in programming. However, those locations 

which continue to report against this measure had significant success in FY 2008. For example, Colombia almost tripled its FY 2007 

number of 30, reaching 83 courts in FY 2008. Egypt, Guatemala and Jordan also saw significant improvements, with only Haiti falling 

short of its target. The FY 2009 target has been carefully recalibrated.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of USG Assisted Courts with Improved 

Case Management

Indicator 

established 

in 2007

350 477 351 Improved, but 

not met

339

Impact(s): Increased the efficiency of case management expedites a population’s access to justice and increases the transparency of the judicial process. Improved case 

management also leads to better strategic management of the court systems because they can manage workload more effectively and target other areas in need of 

improvement.

Steps to Improve: The 2009 target has been adjusted to account for the programming shift and the additional number of locations reporting against this target.

Data Source, Verification, and Validation: 2008 Performance Reports from 15 countries as collected in the Foreign Assistance and Coordination System (FACTS). 

Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and 

timeliness. Data quality assessments revealed no significant data limitations.

2. Good Governance: Promote democratic institutions that are effective, responsive, sustainable, and accountable to the people, and include 

institutional checks and balances.

The U.S. Government works with host country institutions, public and private, to develop the capacity to govern effectively, and to 

monitor the effectiveness of government. Poor governance can lead to corruption and civil unrest.

Total Number of Indicators – 12

Above target – 3;

25%

On target – 2;

17%

Improved, but

not met – 2;

17%

Below target – 1;

8%

Not available – 4;

33%

Rule of Law and Human Rights: 924 million dollars;

Good Governance: 834 million dollars;

Political Competition and 

Consensus-Building: 307 million dollars;

Civil Society: 564 million dollars;

$924

$834

$307

$564
PLANNING AND PERFORMANCE RESULTS

16 | Department of State FY 2008 Citizens’ Report

Analysis: The World Bank’s Government Effectiveness indicator is one of six measures utilized by the Bank’s Governance Matters 

Initiative. The World Bank’s Government Effectiveness indicator highlighted below tracks trends in government effectiveness by 

measuring 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, and Lebanon, are tracked by this long-term indicator. This indicator uses a scoring 

scale for each country from -2.5 to 2.5 (higher average values equal higher quality of governance). Results for target countries were mixed 

for FY 2008 with Jordan showing improvements, Iraq and Egypt holding steady, and Lebanon and the West Bank showing declines. 

Although annual results are reported for this indicator, annual targets are not set due to its long term nature.

2007 2008 2015

Target Countries Baseline Results Target Rating Criteria

Egypt -0.41 -0.44 -0.21

Significant improvement in score from 3 of 5 countries by 

2015. A “significant improvement” is an improvement of at 

least 0.20 for Egypt, Jordan, and Lebanon; 0.25 for Iraq; and 

0.35 for West Bank/Gaza

Jordan 0.19 0.27 0.39

Lebanon -0.45 -0.61 -0.25

Iraq -1.7 -1.68 -1.45

West Bank/Gaza -1.11 -1.24 -0.76

Impact(s): Measures quality of a country’s public services, civil service and its degree of independence from political pressures, policy formulation and implementation, 

and the quality of the government’s commitment to such policies. Results were mixed for FY 2008.

Data Source, Verification, and Validation: World Bank Governance Matters Initiative—Government Effectiveness Index for: Iraq, Egypt, Jordan, West Bank and Gaza, and 

Lebanon. The indicators measure six dimensions of governance: voice and accountability, political stability and absence of violence, government effectiveness, regulatory 

quality, rule of law, and control of corruption. Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of 

validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

3. Political Competition and Consensus-Building: 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.

Analysis: The indicator below highlights the performance of 11 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. Aggregated targets 

to train election monitors in FY 2008 were not met, although many individual countries did surpass their goals. The FY 2009 target is 

significantly lower as there are fewer planned elections to monitor in 2009.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of Domestic Election Observers Trained 

with U.S. Government Assistance

Indicator 

established 

in 2007

53,258 27,536 24,629

Below target

3,700

Impact(s): Greater political competition and consensus-building to ensure that citizens have a voice in the regular and peaceful transfer of power between governments.

Steps to Improve: The FY 2008 target was not met in part due to the difficult environment for monitors in Russia. To mitigate this we will shift from short-term 

observers to a longer term focus on monitoring which is more conducive to the environment in which election observers operate; thus we are training fewer election 

observers and have adjusted their FY 2009 target accordingly.

Data Source, Verification, and Validation: 2008 Performance Reports from 11 countries as collected in the Foreign Assistance and Coordination System (FACTS). 

Additional countries have set targets against this indicator in 2009. Performance data are validated and verified using Data Quality Assessments and must meet five 

data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

4. Civil Society: Strengthen democratic political culture and citizen engagement by supporting the means through which citizens can freely 

organize, advocate, and communicate with members of their own and other governments, international bodies, and other elements of civil society.

This priority supports civic participation and access to information, including media freedom and a broadly functioning independent 

and open media sector, and the internet.

Analysis: The indicator below measures one aspect of U.S. assistance to strengthen civil society organizations (CSOs). A vibrant civil 

society serves as the conscience of a country and a counterweight to non-democratic tendencies. In FY 2008, three locations, Uganda, 

Guinea, and Armenia, significantly exceeded their targets. 
Department of State FY 2008 Citizens’ Report | 17

PLANNING AND PERFORMANCE RESULTS

I. Public Benefit

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

in democracy. By supporting Presidential Initiatives and numerous programs 

that integrate economic growth with social development we are extending 

the basic values American citizens hold dear: good health; access to quality 

education; and protection for vulnerable populations. 

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.

II. Summary of Performance

Key Selected Achievements

■ Through the President’s Emergency Plan for AIDS Relief (PEPFAR) 

program, the Department and USAID have aided in the prevention 

of mother-to-child HIV transmission services for women during 

nearly 12.7 million pregnancies.

■ Working with USAID, more than 22.3 million people benefit from 

malaria prevention measures, including Insecticide-Treated Nets 

and/or Indoor Residual Spraying.

Above target – 2;

67%

Not available – 1;

33%

Total Number of Indicators – 3

Twelve locations submitted FY 2008 results for this indicator that were not part of the original FY 2008 target universe. If these results 

were included, another 563 CSOs that engage in advocacy and watchdog functions would be included in the results.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of USG Assisted Civil Society 

Organizations that Engage in Advocacy and 

Watchdog Functions

Indicator 

established 

in 2007

823 1,223 1,315

Above target

924

Impact(s): Increased the capacity and quantity of civil society organizations to provide watchdog functions for a country. Increased transparency and accountability of 

the government allows for greater information sharing in communities, and enables greater economic and social stability.

Reasons for Exceeding Target: FY 2008 results exceeded the targets due to the overwhelming response from civil society groups across Uganda involved in regional 

land policy consultations.

Data Source, Verification, and Validation: 2008 Performance Reports from 20 countries and the East Africa Regional mission as collected in the Foreign Assistance 

and Coordination System (FACTS). Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, 

integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

Young girl participating in World AIDS Day 2007 

in Bhubaneswar, India. AP Photo/Biswaranjan Rout

Improve health, education, and other social services to help nations create sustainable improvements in the 

well-being and productivity of their citizens.

Strategic Goal 3: Investing in People
PLANNING AND PERFORMANCE RESULTS

18 | Department of State FY 2008 Citizens’ Report

I. Public Benefit

The U.S. Government goal is to 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 

III. Performance Analysis and Resources Invested

A total of three strategic priorities are included under 

Strategic Goal 3. However the Education Strategic Priority 

and Social Services and Protection for Especially Vulnerable 

Populations Strategic Priority are USAID strategic priorities 

and are not addressed in this report. For more information 

on these priorities please refer to the FY 2008 USAID Annual 

Performance Report. The following are a few illustrative 

performance indicators. The complete set of 3 indicators can 

be found in the Department’s Annual Performance Report at 

http://www.state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 80.

1. Health: Improve global health, including child, maternal, and reproductive health, and reduce the risk of infectious disease, especially those 

that are leading causes of illness and death in the developing world.

U.S. activities are designed to help countries develop programs to improve the health of their populations. Major programs have been 

designed around HIV/AIDS, tuberculosis, malaria, but efforts are also on going in reproductive health, polio, and improving the quality 

and quantity of safe drinking water.

Analysis: 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 represent 50 percent of HIV infections worldwide. In Focus Countries, the 

Emergency Plan has three specific five-year goals that are 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 2006 2007 2008 2009

Results Results Target Results Rating Target

Cumulative Number of People Receiving HIV/AIDS

Treatment in the 15 Focus Countries of PEPFAR 822,000 1.35 million 1.7 million 2 million 

Above target

 2 million 

Impact(s): Increased knowledge to determine which countries are facing challenges in scaling up their programs and which countries may have practices that should be 

replicated elsewhere. PEPFAR-supported treatment has helped to save and extend millions of lives, as well as avoid the orphaning of hundreds of thousands of children 

whose parents are infected with HIV/AIDS.

Reasons for Exceeding Target: PEPFAR has rapidly scaled up with host nations and has thus accomplished more than the targets established in the previous fiscal year.

Data Source, Verification, and Validation: Semi-Annual and Annual Progress Reports as captured in U.S. Government Country Operational Plan Report Systems (COPR). 

The 15 focus countries are: Botswana, Cote d’Ivoire, Ethiopia, Guyana, Haiti, Kenya, Mozambique, Namibia, Nigeria, Rwanda, South Africa, Tanzania, Uganda, Vietnam, 

and Zambia. Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, 

reliability, and timeliness. Data quality assessments revealed no significant data limitations.

Health: 2,544 million dollars;

Education: 611 million dollars;

Social Services and Protection 

for Especially Vulnerable 

Populations: 261 million dollars;

Wind 

turbines in 

Lezignan 

Corbieres, 

France. 

AP Photo/ 

Remy Gabalda

Strengthen world economic growth and protect the environment, while expanding opportunities for 

U.S. businesses and ensuring economic and energy security for the nation.

Strategic Goal 4: Promoting Economic Growth and Prosperity
Department of State FY 2008 Citizens’ Report | 19

PLANNING AND PERFORMANCE RESULTS

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. 

II. Summary of Performance

Key Selected Achievements

■ The Department established Open Skies Agreements with Australia, 

Croatia, and Kenya to permit more liberal access for each countries’ 

airline to provide passenger and cargo service. 

■ The Department contributed to reducing the median number of 

days it takes to start a business in African countries to 37 days, 2 

days less than last year.

III. Performance Analysis and Resources Invested

A total of nine strategic priorities are included under Strategic 

Goal 4. The following are a few illustrative performance 

indicators. The complete set of 13 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 84.

1. Trade and Investment: Promote increased trade and 

investment worldwide, on both multilateral and bilateral levels, 

through market-opening international agreements and the 

further integration of developing countries into the international 

trading system.

The U.S. Government promotes increased trade and 

investment, a powerful engine for growth, and has negotiated 

a number of bilateral free trade agreements to open new 

markets for American goods and services. At the beginning of 

the Bush Administration, the U.S. had free trade agreements 

in force with three countries, whereas now 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 are pending Congressional approval.

Analysis: U.S. activities include the negotiation of bilateral and multilateral treaties that promote free trade and transparent investment 

regimes, assistance in the development of legal and regulatory systems in developing countries to all those countries to qualify and take 

advantage of international agreements, and assistance to private sector organizations and businesses to improve their abilities to meet 

international standards.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of Company-Specific Cases for Which 

Advocacy Services Were Provided 349 335 300 351

Above target

350

Impact(s): Strengthens both U.S. and foreign economies by the direct support provided by the government to U.S. businesses in exporting goods and services as well as 

in resolving commercial disputes and managing overseas investments.

Reasons for Exceeding Target: Target was inadvertently established too low. Result is consistent with prior year result.

Data Source, Verification, and Validation: The Bureau of Economic, Energy and Business Affairs advocacy database; Department of Commerce advocacy database; 

reporting cables from posts; feedback from companies; report of quarterly success stories to the Deputy Secretary of State and the Under Secretary for Economic 

and Agricultural Affairs. Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, 

precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

Total Number of Indicators – 13

Above target – 7;

54%

On target – 2;

15%

Improved, but

not met – 1;

8%

Below target – 3;

23%

Private Markets and 

Competitiveness: 493 million dollars;

Trade and Investment: 220 million dollars;

Financial Sector: 205 million dollars;

Infrastructure: 569 million dollars;

Energy Security: 202 million dollars;

Agriculture: 304 million dollars;

Macroeconomic Foundation

for Growth: 322 million dollars;

Economic Opportunity: 509 million dollars;

Environment: 217 million dollars;
PLANNING AND PERFORMANCE RESULTS

20 | Department of State FY 2008 Citizens’ Report

2. Economic Opportunity: Support efforts to help people gain access to financial services, build inclusive financial markets, improve the policy 

environment for micro and small enterprises, strengthen microfinance institutional productivity, and improve economic law and property rights.

U.S. programs are geared to providing assistance to the poorest segments of society, including female-led households, allowing them to 

participate in the broader economy. These efforts include legal and regulatory reform of the financial sector, direct and indirect creation 

of micro-finance institutions, and legal and regulatory reform geared at small and medium business development.

Analysis: Microfinance institutions (MFI) help the poor to obtain start-up capital to open micro or small-sized businesses, expanding 

their choices and reducing the risks they face. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Percent of U.S. Assisted Microfinance Institutions 

That Have Reached Operational Sustainability 

Per Year

71% 70% 70% 74%

Above target

70%

Impact(s): Providing the poorest elements of society the opportunity to access the financial sector, in terms of loans, savings and ownership has consistently resulted 

in an expansion of economic activity and the generation of growth. However, for the growth to be sustainable it is essential that the institutions themselves be 

sustainablly and transparently managed. 

Reasons for Exceeding Target: Measures of cost-effectiveness and sustainability for any given project are derived from the specific objectives to be achieved by the 

project, the context in which it operates, and the duration of support. A significant number achieved sustainability earlier than expected.

Data Source, Verification, and Validation: Microenterprise Results Reporting (MRR) Annual Report to Congress, FY 2007 and earlier editions. The indicator is 

the number of MFIs reporting either operational or financial sustainability, divided by the total number of U.S. Government-supported MFIs, expressed in percent. 

Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and 

timeliness. Data quality assessments revealed no significant data limitations.

3. Environment: Promote partnerships for economic development that reduce greenhouse gas emissions, improve air quality, and create other 

co-benefits by using and developing markets to improve energy efficiency, enhance conservation and biodiversity, and expand low-carbon energy 

sources.

Analysis: 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. U.S. efforts in Asia significantly exceeded targets for bringing 

increasing amounts of land under improved management that targets biodiversity. These results were primarily due to greater than 

expected participation of timber concessions in response to an improved enabling environment and supportive international policy 

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

Government assistance.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Number of Hectares Under Improved Natural 

Resource or Biodiversity Management as a Result 

of U.S. Assistance Per Year

Indicator 

established 

in 2007

121.6 million 

hectares 

 113 million 

hectares 

 126 million 

hectares Above target

108 million 

hectares 

Impact(s): Ecosystems are becoming impoverished at an alarming rate worldwide, threatening to undermine development by reducing soil productivity, diminishing 

resilience to climate change, and driving species to extinction. A productive and healthy environment is the foundation of economic growth, especially in developing 

countries where people’s livelihoods are often dependent on rangelands, forests, fisheries and wildlife.

Reasons for Exceeding Target: Multiple reporting locations significantly exceeded their FY 2008 targets. Reasons varied from overly conservative targets to improved 

enabling environments and increased levels of concern for habitat protection. 

Data Source, Verification, and Validation: 2008 Performance Reports from approximately 40 countries as reported in the Foreign Assistance and Coordination 

System – FACTS. Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, 

reliability, and timeliness. Data quality assessments revealed no significant data limitations.

For a complete discussion of the following strategic priorities including performance measures, please refer to the APR.

4. Agriculture: Support increased productivity and growth in the international agriculture sector by promoting expanded agricultural trade 

and market systems, broadening the application of scientific and technical advances – including biotechnology, and encouraging sustainable 

natural resource management.

5. Private Markets and Competitiveness: Support efforts by other countries to improve institutions, laws, and policies that foster private 

sector-led economic growth and competitiveness.
Department of State FY 2008 Citizens’ Report | 21

PLANNING AND PERFORMANCE RESULTS

I. Public Benefit

The Department of State and USAID are the lead U.S. Government agencies in responding to complex humanitarian emergencies and natural 

disasters overseas. 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, concerted efforts to address 

hunger and protracted crises, and planning to build capacity to prevent and 

mitigate the effects of conflict and disasters.

U.S. humanitarian responses to population displacement and human-made 

disasters complement efforts to promote democracy and human rights. The 

United States 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. 

III. Summary of Performance

Key Selected Achievements

■ The 60,192 refugees resettled in the U.S. represent a 25 percent 

increase over FY 2007 refugee admissions levels.

■ In FY 2008, 92 percent of foreign governments increased their 

efforts to detect, investigate, prosecute and prevent trafficking in 

persons as well as to protect and assist the victims with Department 

of State-funded anti-trafficking projects.

Improved, but

not met – 3;

100%

Total Number of Indicators – 3

6. Financial Sector: Improve financial sector governance as well as the quality of and access to financial services by improving corporate 

governance, accounting, financial transparency, and by combating financial crimes and corruption.

7. Infrastructure: Promote sustainable improvements in foreign infrastructure by encouraging public-private partnerships, strengthening 

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

8. Energy Security: Enhance U.S. and global energy security by: promoting open and transparent, integrated, and diversified energy markets; 

encouraging appropriate energy sector investments; and developing and sharing clean and efficient energy technologies.

9. Macroeconomic Foundation for Growth: Promote institutions, laws, and policies that support private sector efforts to build people’s 

capacity to take advantage of expanding economic freedom – including the promotion of effective public-private partnerships.

A Bangladeshi child receives a medical exam 

during humanitarian relief efforts in Sarankhola, Bangladesh. AP Photo/U.S. Navy, Specialist 3rd 

Class William S. Parker

Minimize the human costs of displacement, conflicts, and natural disasters 

to save lives and alleviate suffering.

Strategic Goal 5: Providing Humanitarian Assistance
PLANNING AND PERFORMANCE RESULTS

22 | Department of State FY 2008 Citizens’ Report

III. Performance Analysis and Resources Invested

A total of three strategic priorities are included under 

Strategic Goal 5. The following is an illustrative performance 

indicators. The complete set of 3 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 101.

1. Protection, Assistance, and Solutions: Protect 

vulnerable populations (e.g., refugees, internally displaced 

persons, and others affected by natural disasters and humanmade crises) from physical harm, persecution, exploitation, abuse, 

malnutrition, disease, and other threats by providing disaster 

relief, including food aid, and other humanitarian assistance.

U.S. assistance advances the Humanitarian Assistance 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 as individuals are safe-guarded.

Analysis: 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 displacement throughout the world. 

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Percentage of Refugees Admitted to the U.S. as a 

Percentage of the Regional Ceiling Established by 

Presidential Determination

69% of 

60,000

97% of 

50,000

100% of 

70,000

86% of 

70,000 

(60,192) Improved, but 

not met

100% of 

allocation

Impact(s): Refugees admitted to the United States achieve protection and a durable solution, beginning new lives in communities across the country. Improved 

accuracy and the overall effectiveness of the U.S. refugee admissions program by tracking whether the numbers of refugees eligible for entry to the U.S. are actually 

arriving.

Steps to Improve: Deviation from the target was largely due to two factors: delays in the start-up of a major new resettlement program for Bhutanese in Nepal 

due to political and security issues in the country and uncovering major fraud in the refugee admissions family reunification program which required a suspension of 

reunification processing in Africa. Bhutanese resettlement start up is now complete, eliminating this delay. The Bureau of Population, Refugees and Migration (PRM) 

continues to work with the Department of Homeland Security to address problems of fraud in the African family reunification caseload.

Data Source, Verification, and Validation: The data source is the U.S. Department of State’s Refugee Processing Center. The Department has developed and deployed 

a standardized computer refugee resettlement case management system. This system, the Worldwide Refugee Admissions Processing System (WRAPS), is a highly 

structured, centralized database that produces real-time data on the number of refugees admitted to the U.S. Performance data are validated and verified using 

Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed 

no significant data limitations.

For a complete discussion of the following strategic priorities including performance measures, please refer to the APR.

2. Disaster Prevention and Mitigation: Reduce risks, prepare for rapid response, and increase the affected population’s ability to cope with 

and recover from disasters by building the capacity of affected countries, American responders, and the international community.

3. Orderly and Humane Means for Migration Management: Build 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.

Protection, Assistance, and Solutions: 1,482 million dollars;

Disaster Prevention and Mitigation: 66 million dollars;

Orderly and Humane Means for 

Migration Management: 65 million dollars;
Department of State FY 2008 Citizens’ Report | 23

PLANNING AND PERFORMANCE RESULTS

I. Public Benefit

A merican values 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, 

making the international exchange of people, ideas 

and information vital to the security of the United 

States. Public diplomacy and public affairs functions 

are premised on the belief that overseas publics who are 

well-informed about the United States and its policies 

can positively influence public policy. 

II. Summary of Performance

Key Selected Achievements

■ Nearly 300 current and former heads of state and government are 

alumni of the International Visitor Leadership Program (IVLP) 

and roughly 50 percent of current world leaders are IVLP alumni. 

■ In FY 2008, the Department of State engaged more than 24,000 

foreign secondary school students, many from under-served 

communities, in its various programs.

III. Performance Analysis and Resources Invested

A total of three strategic priorities are included under Strategic 

Goal 6. The following are a few illustrative performance 

indicators. The complete set of 7 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 106.

1. Offer a Positive Vision: Offer a positive vision of hope 

and opportunity, rooted in the most basic values of the American 

people, by sponsoring educational programs at all levels, 

advocating for the rights of people, and conducting other public 

diplomacy programs.

The Department offers 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.

Analysis: The U.S. Government sponsors educational and information sharing 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 communicates through a wide range of speaker, print and electronic outreach programs in English, Arabic, 

Chinese, French, Persian, Russian and Spanish.

Above target – 2;

28%

On target – 2;

29%

Improved, but

not met – 1;

14%

Below target – 2;

29%

Total Number of Indicators – 7

Offer a Positive Vision: 278 million dollars;

Marginalize Extremism: 131 million dollars;

Nurture Common Interests

and Values: 755 million dollars;

$278

$131

$755

Through U.S. sports 

diplomacy Secretary 

Rice meets with 

young Moroccan 

soccer players who 

were learning life 

skills in the United 

States. Department of 

State Photo

Foster mutual understanding through a two-way flow of people, ideas, and information to create peaceful 

and productive relationships between the United States and other countries.

Strategic Goal 6: Promoting International Understanding
PLANNING AND PERFORMANCE RESULTS

24 | Department of State FY 2008 Citizens’ Report

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Percentage of participants who increased their 

understanding of the United States immediately 

following their program

92% 93% 93% 95%

Above target

94%

Impact(s): 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.

Data Source, Verification, and Validation: Survey assessment is administered at the beginning and end of each program. Capturing data on attitudinal change is 

difficult and sometimes reflects world events not related to an exchange experience. Performance data are validated and verified using Data Quality Assessments and 

must meet five data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations. 

2. Nurture Common Interests and Values: Expand international understanding of our common interests and values through messages 

and programs built on areas in which U.S. Government expertise corresponds to the interests and needs of our partners and counterparts.

The Department’s programs and messages are built on areas in which U.S. Government expertise corresponds to the interests and needs of 

our partners and counterparts since common interests and values are integral to U.S. Government communications. Creating indigenous 

capacity—whether it is in health, education, press freedom, 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.

Analysis: The Department’s public diplomacy programs annually involve more than 40,000 U.S. and foreign exchange participants in 

over 170 countries. Alumni engagement also facilitates the long-term evaluation of Department programs.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

The number of global educational and cultural 

exchange Alumni registrants 25,329 29,448 32,293 35,141

Above target

35,632

Impact(s): Continued efforts to engage with the Department’s nearly one million exchange alumni and to support their efforts to implement the concepts they explored 

during their programs, enables the continuation of an on-going dialogue on key issues with and among alumni.

Reasons for Exceeding Target: More than the expected number of program exchange alumni registered on the website due to successful public diplomacy, outreach 

campaign activities. 

Data Source, Verification, and Validation: The Department’s Alumni Affairs Office manages a website to promote alumni engagement. Performance data are 

validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality 

assessments revealed no significant data limitations. 

For a complete discussion of the following strategic priority, please refer to the APR.

3. Marginalize Extremism: Counter extremism by promoting educational and cultural exchanges, democratization, good governance, and 

economic and human development.

Assist Americans citizens to travel, conduct business and live abroad securely, and ensure a high quality 

workforce supported by modern, secure infrastructure and operational capabilities.

Strategic Goal 7: Strengthening Consular and 

Management Capabilities

I. Public Benefit

The Department of State commitment to and role in protecting America’s homeland, in collaboration with the Department of Homeland Security and other agencies, is reflected in a shared vision that includes: improved technology and efficiency at ports 

of entry and in visa processing; more secure travel documents for the 21st century; and smarter screening technology for government 

officials to use at home and abroad. In addition, the Department has the responsibility of protecting and providing a wide range of 

services for U.S. citizens while they are overseas. Approximately five million Americans reside abroad, and Americans make about 40 

million trips from the United States every year. As the Department continually enhances the integrity of the U.S. passport, it also 

maintains the highest standards of excellence in customer service.
Department of State FY 2008 Citizens’ Report | 25

PLANNING AND PERFORMANCE RESULTS

In strengthening management capabilities, the Department 

pursues human resource initiatives aimed at building, deploying, 

and sustaining a knowledgeable, diverse, and high-performing 

workforce. The Department also develops and maintains programs 

that enhance the professionalism of that workforce, such as training 

to foster foreign language proficiency, public diplomacy expertise, 

and improved leadership and management skills. The Department 

of State provides and maintains secure, safe, and functional facilities 

for its employees in the United States, and overseas for both State 

employees and those of other agencies. Its diplomatic security 

programs protect both people and national security information. 

Supporting diplomacy through efficient and effective information 

technology is another area of management focus, as is the provision 

of world-class financial services. As more and more new embassy 

compounds are completed overseas, the Department and USAID are 

taking advantage of increased opportunities for joint management 

platforms.

II. Summary of Performance

Key Selected Achievements

■ 100 percent of all passport applications were processed within 25 

days of receipt and a total of 16.2 million travel documents were 

issued. 

■ The Foreign Service Institute increased the number of distance 

learning students by 37 percent in order to reach Department of 

State employees worldwide with greater resource efficiency.

III. Performance Analysis and Resources Invested

A total of 10 strategic priorities are included under Strategic 

Goal 7. The following are a few illustrative performance 

indicators. The complete set of 24 indicators can be found in 

the Department’s Annual Performance Report at http://www.

state.gov/s/d/rm/rls/perfrpt/2008apr/ on page 114.

1. Human Resources: Recruit and sustain a high performing, 

well trained, and diverse work force aligned with mission 

requirements.

Diplomacy is conducted by people and that is unlikely 

to change for the foreseeable future. Ensuring that the 

Department of State has the right people, with the right skills 

in the right places is one of the most important management 

challenges faced by the Department’s leadership.

Analysis: The Secretary’s vision for transformational diplomacy has meant considerable changes in the realignment of 

overseas positions, an initiative known as Global Diplomatic Repositioning. While all Foreign Service positions worldwide are crucial to 

the implementation of U.S. foreign policy, critical needs positions are often on the frontlines of policy priorities. This “Percent of Critical 

Needs Positions” performance indicator below measures the ability of the Department to fill positions at posts with critical personnel 

needs. The staffing of these positions has been a top priority, but because of staffing shortages and the civilian surge, the Department will 

be unable to fill all “critical needs” positions above 75 percent.

Total Number of Indicators – 24

Above target – 4;

17%

On target – 15;

63% Improved, but

not met – 1;

4%

Below target – 1;

4%

Not available – 3;

13%

Visa Services: 1,105 million dollars;

Passport Services: 1,003 million dollars;

American Citizen Services: 144 million dollars;

Human Resources: 651 million dollars;

Information Technology: 529 million dollars;

Diplomatic Security: 2,268 million dollars;

Facilities: 1,904 million dollars;

Planning and Accountability: 164 million dollars;

Administrative Services: 663 million dollars;

Rightsizing the U.S. Government

Overseas Presence: 3 million dollars;

Newly completed U.S. Embassy in Beijing, China. 

SOM Architects Photo
PLANNING AND PERFORMANCE RESULTS

26 | Department of State FY 2008 Citizens’ Report

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Percent of Critical Needs Positions at Overseas 

Missions Staffed with Qualified Officers by the 

Close of Assignment Season 

Indicator 

established 

in 2007

75% 75% 75%

On target

75%

Impact(s): The initiative to staff “Critical Needs Positions” 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 as Arabic and Chinese, and better supports employees and their families as the number of positions at 

unaccompanied and limited accompanied posts increases.

Data Source, Verification, and Validation: This indicator is calculated by HR based on assignments in a given fiscal year to vacant Foreign Service positions 

designated as “critical needs” positions. Critical needs positions are defined as positions at posts with 25 percent or higher hardship differential. Performance data are 

validated and verified using Data Quality Assessments and must meet five data quality standards of validity, integrity, precision, reliability, and timeliness. Data quality 

assessments revealed no significant data limitations.

2. Information Technology: Develop and maintain modern, secure, and high quality information technology systems and infrastructure. 

The Department of State must have secure and modern information technology to provide the information required for effective 

diplomacy and development. To achieve this goal, the Department has implemented 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, and nongovernmental organizations.

Analysis: 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. This user driven solution meets the 

Department’s messaging, collaboration, archiving and information retrieval needs, and enables rapid and secure electronic connectivity 

and collaboration with the Foreign Affairs Community.

Performance Indicator 2006 2007 2008 2009

Results Results Target Results Rating Target

Progress Towards Implementing 

State Messaging and Archive 

Retrieval Toolset (SMART) 

Messaging System

Requirements 

re-validated 

and 

documented 

Deployment 

of quick-win 

collaboration 

functionality

Deployment of full 

enclave functionality to additional 

Pilot Posts

Deployment 

successful 

to 2 planned 

posts.

On target

Complete Deployment of 

full system functionality 

to 12 Pilot Posts. Initiate 

Worldwide Deployment.

Impact(s): The Department’s management and communication capabilities are strengthened by developing and deploying the State Messaging and Archive Retrieval 

Toolset (SMART). When complete, SMART will constitute a fully modernized, simple, and secure worldwide communications infrastructure.

Data Source, Verification, and Validation: Bureau of Information Resource Management reports, Steering Committee meetings, CIO briefings, and Gartner Group 

independent verification and validation reports. Performance data are validated and verified using Data Quality Assessments and must meet five data quality standards 

of validity, integrity, precision, reliability, and timeliness. Data quality assessments revealed no significant data limitations.

For a complete discussion of the following strategic priorities including performance measures, please refer to the APR.

3. Diplomatic Security: Safeguard personnel from physical harm and national security information from compromise.

4. Facilities: Provide safe, secure, and functional work facilities for overseas and domestic personnel.

5. Visa Services: Safeguard U.S. borders through vigilance in adjudicating visa applications while simultaneously facilitating legitimate travel.

6. Passport Services: Provide American citizens with secure passports, delivered in a timely manner.

7. American Citizen Services: Offer a broad range of appropriate services to U.S. citizens traveling or residing abroad, such as assistance in 

cases of death, illness, destitution, arrest, imprisonment, crime, and natural or human-made disasters.

8. Planning and Accountability: Continuously improve financial performance and integrate budgeting with strategic and performance 

planning.

9. Administrative Services: Deliver customer-oriented and innovative administrative and information services, acquisitions, and assistance.

10. Rightsizing the U.S. Government Overseas Presence: In accordance with a Congressional mandate, the Department conducts 

rightsizing studies on all U.S. missions worldwide, and reviews and adjudicates staffing projections for all new embassy compounds.
Department of State FY 2008 Citizens’ Report | 27

FINANCIAL SUMMARY

Transparent reporting to the American people and the President on our stewardship and management of public funds is an integral part of our efforts to improve accountability to customers, constituents, and the public. The following is a summary from the 

Department of State’s Agency Financial Report (AFR) for Fiscal Year 2008; for a complete version see http://www.state.gov/s/d/rm/rls/

perfrpt/2008/. The AFR includes statements from the Secretary of State on page 2, the Chief Financial Officer (CFO) on page 30, the 

Independent Auditor on page 34, and the Inspector General (OIG) on page 101.

The Department of State’s financial statements 

are audited by an independent public accounting 

firm (IPA) and for FY 2008, while the Department 

did submit the AFR to OMB on time, sufficient 

evidential matter could not be provided to the IPA 

to complete the audit and express an opinion by the 

November 17, 2008 deadline. Since then, with the 

cooperation of the IPA and OIG, the Department’s 

efforts continued and the Department satisfied the independent auditor about the amounts presented in the financial statements 

and footnotes. On December 12, 2008, the Department received an unqualified (“clean”) opinion on the financial statements for 

FY 2008.

The Department maintains a robust system of internal controls. During the past year, the Department worked closely with the IPA 

to address the material weaknesses reported for FY 2007. As a result of improvements made, the Department is pleased to report 

that it ended the year with no material weaknesses in internal control. Accordingly, for FY 2008, the Secretary was able to provide an 

unqualified statement of assurance overall, and for internal controls over financial reporting.

Balance Sheet Summary

The Condensed Balance Sheet to the right presents 

the Department’s assets, liabilities, and net position at 

September 30, 2008 and 2007. The consolidated data 

reflects intra-agency eliminations. Total assets increased 

15 percent between 2007 and 2008, $6.8 billion, 

principally due to increases in Fund Balance with Treasury, 

real property, and investments in the Foreign Service 

Retirement and Disability Fund. These increases mirror 

the increased appropriations and spending authority from 

offsetting collections between the two years of $6.3 billion. 

Of the $5.4 billion increase in fund balance, $3.5 billion 

has been obligated but not disbursed and most of the 

$1.9 billion balance of of the increase is available, not yet 

expended. The Department’s total liabilities increased eight 

percent, primarily due to increases in the Foreign Service 

Retirement Actuarial Liability, entirely due to increased 

participation in the foreign service retirement programs, 

since factors and economic assumptions did not change, 

and the funded and unfunded Liability to International 

Organizations, due to differing timing between assessment 

dates of dues and the payment and funding dates. Net 

Position, comprised of both unexpended appropriations and the cumulative net cost of operations, increased 21 percent between 2007 

and 2008. Unexpended Appropriations was up $3.5 billion, primarily due to appropriations still available in the new Global Health 

and Child Survival fund. Cumulative results of operations was increased by $1.9 billion, primarily due to resources used to purchase 

property and equipment, which are capitalized on the Balance Sheet rather than presented in Net Cost as expenses. 

Financial Highlights

($ in millions)

% Change

2008 over 2007 2008 2007

Total Assets +15% $ 52,116 $ 45,234

Total Liabilities +8% 21,483 19,894

Total Net Position +21% 30,633 25,340

Total Net Cost of Operations +30% $ 17,741 $ 13,636

Total Budgetary Resources +23% $ 38,825 $ 31,511

CONDENSED BALANCE SHEETS

For Years Ended September 30, 2008 and 2007

($ in millions) 2008 2007

Assets:

Fund Balance with Treasury $ 25,151 $ 19,779

Investments, Net 14,891 14,412

Property, Plant, and Equipment, Net 11,077 10,198

Receivables and Other Assets 997 845

Total Assets $ 52,116 $ 45,234

Liabilities:

Foreign Service Retirement Actuarial Liability $ 15,139 $ 14,729

Accounts Payable 2,878 1,950

Liability to International Organizations 1,507 1,477

Environmental and Other Liabilities 1,959 1,738

Total Liabilities 21,483 19,894

Net Position:

Unexpended Appropriations 17,979 14,553

Cumulative Results of Operations 12,654 10,787

 Total Net Position 30,633 25,340

Total Liabilities and Net Position $ 52,116 $ 45,234
28 | Department of State FY 2008 Citizens’ Report

FINANCIAL SUMMARY

Net Cost Summary 

The table to the right shows 

the Department’s net cost, 

which is gross cost less 

earned revenue, invested in 

each strategic goal. Strategic 

Goals are established in the 

Department’s State-USAID 

Joint Strategic Plan for 2007 

– 2012. Executive Direction 

costs cannot be reasonably 

allocated to strategic goals; 

however, these costs are 

captured and included in the 

total net cost of operations. The Department’s total net cost of $17.7 billion is an increase of 30 percent, $4.1 billion, over 2007. 

The increase in security costs worldwide and the two goals of Achieving Peace and Security and Investing in People account for most 

of the increase. Achieving Peace and Security, comprising 33 percent of 2008 costs, increased $1 billion in 2008 over 2007, primarily 

due to an increase of $652 million for International Organizations. International Organizations costs include annual assessments 

for peacekeeping missions and membership in the United Nations. Costs relating to Investing in People accounted for $936 million 

of the net cost increase. This was primarily the result of initiatives in 2008 including the new fund established for Global Health 

and Child Survival. Support costs for Diplomatic Security are distributed to all strategic goals and accounted for $1.6 billion of the 

increase in net costs. The Department’s strategic goal of Strengthening Consular and Management Capabilities is presented as a 

negative figure because earned revenue exceeded gross cost; therefore the percent change is not relevant (NR). Additionally, passport 

and visa issuance included in the goal of Strengthening Consular and Management Capabilities received increased focus in 2008, 

contributing to $465 million of the net cost increase.

Budgetary Resources Summary

The Department’s budgetary resources as of September 30, 2008 and 2007 were $38.8 billion and $31.5 billion. Total resources 

were up $7.3 billion or 24 percent, in 2008 over 2007. Most of that increase, $5.7 billion, is a result of increased budget authority 

from appropriations and spending authority from offsetting collections granted by Congress and authorized by OMB. Budget 

authority and collections comprised 83 percent of year-end resources. The Department obligated $30.7 billion of the $38.8 billion 

total resources in 2008, an increase of $5.5 billion, 22 percent, over 2007. The percent of the total resources obligated remained 

stable at 79 percent in 2008 versus 81 percent in 2007. 

NET COST OF OPERATIONS

For Years Ended September 30, 2008 and 2007 ($ in millions)

Strategic Goal

2008 2008 % of 2007 % Change

Net Cost Total Cost Net Cost 2008 over 2007

Achieving Peace and Security $ 5,848 33% $ 4,912 19%

Governing Justly and Democratically 742 4% 650 14%

Investing in People 3,237 18% 2,301 41%

Promoting Economic Growth and Prosperity 1,213 7% 1,063 14%

Providing Humanitarian Assistance 1,153 6% 1,099 5%

Promoting International Understanding 2,082 12% 1,774 17%

Strengthening Consular and Management Capabilities 1,015 6% (53) NR 

Executive Direction and Other Costs Not Assigned 2,451 14% 1,890 30%

Total Net Cost of Operations $ 17,741 100% $ 13,636
AcknowledgmentS

The U.S. Department of State Fiscal Year 2008 Citizens’ Report, Summary of Performance and Financial Results is 

published by the Bureau of Resource Management in coordination with the Office of the Director of U.S. Foreign 

Assistance. With the exception of editing and design support, this document was prepared by federal employees both 

in Washington, D.C. and posts around the world. To these dedicated individuals, in particular the Department Bureau 

Planning Coordinators, we offer our sincerest thanks and acknowledgement and recognize the following individuals for 

their contributions:

The Citizens’ Report Core Team: Thea Bruhn, Stephanie Cabell, Barbara Clark, Jim Core, Melinda Crowley, Brendan 

Dallas, Virajita David, Jay Dehmlow, Albert Fairchild, Peter Gosselin, Michael Heiserman, Loren Hurst, Christine Jacobs, 

Horace Johnson, Yaropolk T. Kulchyckyj, Stephanie Lazicki, Steven Le, Brian Levis, Robert MacDonald, Dana Ott, Douglas 

Pitkin, Matt Sergi, Brian Sheridan, Patricia Sommers, Andrea Sternberg, Jill Thompson, Lee Thompson, Mia Van, Steve 

Verrecchia, Jason Wall, and Matthew Ziems.

Special acknowledgements to the Office of the Under Secretary for Management, in particular Douglas Wertman for his 

assistance with the Citizens’ Report Podcast. We also wish to extend our gratitude to the Bureau of Public Affairs for their 

support and cooperation in posting the report and Podcast on the Internet.

We offer our special thanks to The DesignPond, in particular Michael James, Sheri Beauregard and Don James for their 

outstanding contributions to the design of this report.

Image credits

The DesignPond: Cover Department of State: 1, 23 

Associated Press: 3, 11, 14, 17, 18, 21 SOM Architects: 25

REFERENCES AND INTERNET LINKS

FY 2008 Agency Financial Report

http://www.state.gov/s/d/rm/rls/perfrpt/2008/

FY 2008 Annual Performance Report

http://www.state.gov/s/d/rm/rls/perfrpt/2008apr/

FY 2008 Citizens’ Report

http://www.state.gov/s/d/rm/rls/perfrpt/2008cr/

FY 2008 Citizens’ Report Podcast by Under Secretary Kennedy

To read: webpage URL: http://www.state.gov/s/d/rm/rls/rm/2009/113950.htm

To listen: Podcast URL: http://www.state.gov/documents/organization/114052.m3u

FY 2008 Citizens’ Report Podcast Interview with Under Secretary Kennedy

To read: webpage URL: http://www.state.gov/s/d/rm/rls/rm/2009/113948.htm

To listen: Podcast URL: http://www.state.gov/documents/organization/114051.m3u

FY 2009 Congressional Budget Justification

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

FY 2009 Congressional Budget Justification Foreign Operations

http://www.state.gov/s/d/rm/rls/cbj/

FY 2008 Performance Report on the Federal Government

http://www.whitehouse.gov/omb/expectmore/2008Performance.pdf
Contact Information

Please provide comments and requests for additional report copies to:

U.S. Department of State

Office of Strategic and Performance Planning

Bureau of Resource Management

Harry S Truman Building

2201 C Street, NW

Washington, D.C. 20520

citizensreport@state.gov

Phone: 202-647-0300

Fax: 202-647-3311

www.state.gov