United States 

Department of State

Joint Summary of Performance 2010 and Financial Information

F i s c a l Y e a r

Partners in Diplomacy and Development
Secretary of State Clinton, left, applauds USAID Administrator Shah 

during a swearing-in ceremony in Washington, DC. ©AP Image

Introduction 1

Mission and Values 1

Message from the Secretary of State 2

Message from the USAID Administrator 4

Our Organizations 5 

Joint Strategic Goal Framework 7

Management Highlights 8

Management Accomplishments 8

Management Challenges 11 

Diplomacy and Development Regional Highlights 17

Performance Highlights 26

Performance Management 26

Program Evaluation 27

TABLE OF CONTENTS

Strategic Goals and Results 30

Achieving Peace and Security 30

Governing Justly and Democratically 34

Investing in People 38

Promoting Economic Growth and Prosperity 42

Providing Humanitarian Assistance 46

Promoting International Understanding 48

Strengthening Consular and Management Capabilities 50

Budget Highlights 52

Resources by Strategic Goal 53

Financial Highlights 54

Balance Sheet Summary 55

Net Cost of Operations Summary 55

Budgetary Resources Summary 56

ABOUT THIS REPORT

This report provides a summary of Department of State 

and U.S. Agency for International Development (USAID) 

performance and financial information for Fiscal Year 

(FY) 2010. The Joint Summary of Performance and 

Financial Information is one of three annual financial 

and performance reports that also include the Agency 

Financial Report and the Annual Performance Report. 

The Summary provides information on both agencies’ 

performance in promoting greater accountability and accessibility to Congress, the American public, and other key constituencies. 

The Department and USAID continue to work toward planning, budgeting, and managing diplomacy and development activities to 

achieve greater integration and focus to further foreign policy goals and improve people’s lives around the world. 

Smart Power

In ActIon

United StateS department of State

2010 F i s c a l Y e a r

Agency Financial Report Fiscal Year 2010

Agency FinAnciAl RepoRt

Better Future

PartnershiPs

For a

ABOUT THE COVER

Clockwise from upper left: Man with child in Afghanistan, where USAID programs are helping to decrease maternal deaths by encouraging 

men to become involved in pregnancy and childbirth matters. Save the Children; Iraqis count votes at the Independent High Electoral 

Commission headquarters in Baghdad, March 2010. ©AFP Image; Tajik youth study the globe at Camp America, a U.S. Embassy Dushanbesupported summer camp in Hoyt, Tajikistan, July 2010. Department of State; A man and an infant await a departing flight at Haiti’s International 

airport, March 2010. Department of Defense; Secretary of State Clinton prepares to sign the U.S.-Vietnam PEPFAR Partnership Framework 

in Hanoi, Vietnam, July 2010. USAID; USAID Administrator Shah visits the Otash camp for internally displaced persons, Nyala, South 

Darfur, May 2010. USAID
Our Missi o n S tate m ent

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

and foster conditions for stability and progress for the benefit of the 

American people and people everywhere.

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. ©AP Image

“Abroad, we are strengthening alliances, forging new 

partnerships, and using every tool of American power to 

advance our objectives—including enhanced diplomatic 

and development capabilities with the ability both to prevent 

conflict and to work alongside our military.” 

—President Obama, National Security Strategy, May 2010
As the President’s chief advisor for foreign affairs 

and development assistance, I am pleased to 

present the U.S. Department of State’s joint 

Summary of Performance and Financial Information 

for Fiscal Year 2010, created in partnership with the 

U.S. Agency for International Development (USAID). 

In 2010, we faced challenges on almost every front, and 

our diplomacy and development efforts were put to the 

test. From the Middle East to the Korean peninsula, 

old conflicts churned. Natural disasters devastated Haiti 

and displaced more than 20 million people in Pakistan. 

Around the world, millions of people suffered the ravages 

of war, famine, poverty, and disease. 

In the face of these challenges, we strengthened our commitment and 

made bold decisions to lay the foundation for sustained American 

leadership on behalf of the security and prosperity of the American 

people. We strengthened our bilateral relationships with countries on 

every continent, especially our most trusted allies in Europe and the 

Pacific. We deepened engagement with emerging centers of influence 

and other key partners. We signed the New START Treaty with Russia, 

an agreement to further reduce and limit nuclear strategic offensive arms, 

which was ratified by the Senate on December 22, 2010. 

We continued to build up our multilateral relationships, participating 

in the East Asia Summit for the first time and leveraging our strong 

support for NATO to secure a new Strategic Concept that will modernize 

the Alliance for the challenges of the 21st century. We worked with 

the other major economies on national commitments to curb carbon 

emissions and, in Cancun, joined with 190 nations to advance a global 

response to climate change. Working with fellow members of the United 

Nations Security Council, including Russia and China, we put into place 

the strongest and most comprehensive set of sanctions ever assembled 

against Iran, sharpening the choices for its actions. 

In our critical engagements in Afghanistan and Pakistan, we have 

strengthened the capacity of the people and governments to take the lead 

for their countries’ future, to deny al-Qaeda a safe-haven, and to prevent 

the ability of the Taliban to overthrow their leadership. Our civilian surge 

in Afghanistan—growing from 300 to a presence of 1,200 civilians—has 

supported an integrated military and civilian strategy that is promoting 

Afghan-led reconciliation to end the conflict. In both countries, we 

have focused on high-visibility, high-impact projects in infrastructure, 

agriculture, energy, and health that benefit large segments of the 

population and lay foundations for political and economic stability. 

In Iraq, we are on track in our efforts to promote a democratic Iraq 

that is sovereign, stable, and self reliant. In 2010, the U.S. Government 

fulfilled its commitment to ending the combat mission in Iraq, with 

almost 100,000 of our troops returning home and civilians poised to 

keep the peace. Our efforts supported free and fair 

elections and assisted Iraqi political leadership to form 

a new government that represents the will of the Iraqi 

people, helping the Iraqi people build a stable, democratic 

country in the heart of the Middle East. And in Sudan, 

our intensified diplomatic efforts with the Northern 

and Southern Sudanese in 2010 supported a peaceful 

independence referendum and helped prevent a return 

to civil war. 

In Haiti, we joined with more than 140 nations to 

mount one of the largest rescue and relief efforts in 

history. In Pakistan, we launched a response to the 

floods that ultimately provided some $500 million in relief support, 

evacuated nearly 23,000 people, and delivered more than 16 million 

pounds of relief supplies. We continued to advance global health around 

the world, providing HIV treatment to 3.2 million men, women, and 

children living with HIV, and protecting 40 million people against 

malaria. We launched the President’s Feed the Future Initiative, exceeding 

FY 2010 targets for the number of farmers applying new technologies for 

improved agricultural productivity by 67%; and we launched the Global 

Entrepreneurship program in partnership with the private sector to train 

business leaders in developing countries, connect them with potential 

markets, and assist them to find financing. 

Across our work in development and foreign policy, we elevated our 

focus on women and girls. We have increased women’s access to the 

opportunities and services our programs make available in recognition 

of the importance of investing in women not merely as beneficiaries 

but as leaders who are instrumental to sustainable development. In 

areas of conflict and transition, we have led efforts to recognize the vital 

role that women play in peace and security, and led multilateral efforts 

in the United Nations Security Council to more vigorously combat 

sexual violence against women in armed conflict. We’ve also recognized 

the vital role that women entrepreneurs play in accelerating economic 

growth, bringing a strategic focus to their role in our Feed the Future 

Initiative and in engagements on the Africa Growth and Opportunity 

Act and Pathways to Prosperity in Latin America. 

We advanced our core values in democracy and freedom, promoting 

and supporting internet freedom, freedom of assembly, and human 

rights. We provided protection to 155 human rights defenders and/or 

non-governmental organizations in 30 countries around the world by 

providing legal, medical, relocation, and other forms of urgent assistance. 

We promoted free and fair elections by training more than half a million 

observers for national elections around the world. We formed new 

partnerships with industry, academia, and NGOs to advance connection 

technologies and empower citizens. We announced the creation of a new 

fund to support civil society and embattled NGOs, which will provide 

legal representation, communication technology such as cell phone and 

Message from the Secretary of State

2 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010
Internet access, and other forms of support to NGOs that are under siege, 

and deepened our dialogue with civil society organizations, ultimately 

launching the first-ever Strategic Dialogue with Civil Society. 

The Department has elevated economic diplomacy as an essential element 

of our foreign policy, recognizing that the foundation of America’s 

leadership is a prosperous American economy. We are sharpening our 

economic statecraft and commercial diplomacy, advocating for fair 

treatment and a transparent investment climate for U.S. companies, and 

negotiating agreements to open markets for increased trade, investment, 

and transportation and communications services. In FY 2010 alone, we 

concluded seven Open Skies agreements, opening dozens of new markets 

to American carriers overseas, which will generate billions of dollars in 

new business.

Together with our achievements in foreign policy and development, we 

continue to serve, support, and protect U.S. citizens at home and abroad. 

Consular officers evacuated nearly 17,000 from Haiti after the earthquake, 

assisted American parents by facilitating the return of or access to children 

wrongfully taken to or kept in another country, and issued 14 million 

passports. We strengthened U.S. Government capacity and enhanced 

screening mechanisms to prevent foreigners from traveling to the United 

States for terrorist purposes through improved interagency guidance on 

managing watch lists, creation of a new Visa Revocation and Vetting Unit, 

and revocation of more than 800 visas based on threat information. 

To improve the overall efforts of State and USAID in leveraging 

diplomacy and development as key pillars of national security alongside 

defense, I launched the first-ever Quadrennial Diplomacy and 

Development Review (QDDR). The QDDR provides a blueprint for 

State and USAID to improve our capacity, focus, efficiency, and impact 

on current and future challenges, making sure we get the most out of 

every dollar. It calls on State and USAID to adapt to the diplomatic 

landscape of the 21st century by empowering chiefs of mission; leveraging 

connection technologies; deploying assets in line with our current strategic 

priorities; and deepening capacity in economics, energy, civilian security, 

and counterterrorism. It elevates and modernizes our development work 

by focusing our investments, improving aid effectiveness, promoting 

innovation and strengthening USAID. It identifies conflict prevention 

and response as a core civilian mission; and reforms contracting and 

procurement practices, and planning, budgeting, and evaluation 

processes to deliver better results for the American people. 

With only one percent of the federal budget, State and USAID deliver real 

impact for the American people. The advances we made in 2010 leave 

us with a full agenda for the future. We will continue to strengthen our 

bilateral and multilateral ties, and remain focused on our many critical 

priorities around the world, from rebalancing the global economy, to 

thwarting international terrorism, to stopping the spread of catastrophic 

weapons, to advancing democracy and human rights. The FY 2012 

budget request is a lean budget for lean times. It contains the funding 

we need – but only the funding we need – to accomplish our mission 

and advance America’s security interests. 

Our priorities are clear and our commitment to deliver has never 

been stronger. Our progress toward achieving our joint mission and 

strategic goals provides a solid foundation for the road that lies ahead. 

In partnership with USAID, I am pleased to offer this summary of key 

performance and financial information and note that the data herein are 

complete and reliable in accordance with guidance from the Office of 

Management and Budget.

I am proud to represent the thousands of employees, including diplomats 

and development experts, Americans and Foreign Service Nationals, 

who serve at more than 270 posts worldwide. We will continue to do 

everything we can to exercise the best traditions of American leadership at 

home and abroad. If we take this path together and support the missions 

of our men and women overseas, I have no doubt that we will continue to 

lead the world toward a more secure, peaceful, and prosperous future.

Hillary Rodham Clinton

Secretary of State

April 18, 2011

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 3
USAID’s motto captures the spirit of our country’s 

generosity: “From the American People.” 

Over the past 50 years, USAID has transformed 

that generosity into lasting progress for millions in the 

developing world. Last year, we continued that tradition, 

working with partner countries and the development 

community to deliver meaningful results. 

In Haiti, USAID contributed over half of the $1.14 

billion provided by the U.S. Government to help the 

country recover from one of the worst natural disasters 

in recent history. We moved more than 900,000 

cubic meters of rubble, vaccinated over one million Haitians, and laid 

the foundations for long-term economic growth through agricultural 

and infrastructure project designs. 

And in South Africa, USAID funded a clinical trial provided the first 

evidence that use of a microbicide gel can prevent HIV infection in 

women. This new discovery puts the power of protection against 

HIV transmission in the hands of women and can fundamentally 

revolutionize how we prevent the disease.

Our motto captures the spirit of our country’s generosity: “From the 

American People.” But our assistance also delivers real benefits for the 

American people: it expresses our collective values, strengthens our 

economic future and keeps our country safe. 

In Afghanistan, USAID’s alternative development programs helped 

improve stability by training 555,000 farmers and providing 40,000 

metric tons of fertilizer and vegetable seeds to more than 375,000 

farmers. Thanks to our efforts, a plane left Kandahar Airport with 

agricultural exports for the first time in 40 years.

And in Southern Sudan, we helped prevent conflict by preparing for 

their historic referendum five months before it began—when many 

doubted it would happen at all. USAID trained Southern Sudanese poll 

workers, provided them with registration cards and ballots, and built the 

data center in Juba that would eventually count the votes. That foresight 

allowed voter registration to proceed smoothly, and the referendum to 

occur peacefully and on-schedule.

Because development is critical to our national security and future 

prosperity, we have instituted a series of reforms we call USAID Forward 

to make the Agency more efficient, more effective and more business-like, 

freeing our talented staff to deliver real results. 

By focusing on procurement reform, talent management, policy 

strengthening, program monitoring and evaluation, budget 

management, and by embracing science, technology and 

innovation, we are fundamentally changing USAID, 

transforming it from a traditional aid agency into a 

modern development enterprise.

We established a budget office giving us the flexibility 

and control to be selective and targeted in our work, 

identifying hundreds of millions of potential savings. 

This office has allowed us to shift resources to critical 

priorities and regions and reduce our presence elsewhere; 

by 2015, we believe USAID can graduate away from 

assistance at least seven countries.

We also established a bureau of Policy, Planning and Learning Policy which 

is now implementing an evaluation policy that will set a new standard in 

our field, using performance evaluations and project designs to ensure our 

work delivers value.

But ultimately, the best way we can serve the developing world is to create 

the conditions where our assistance is no longer necessary, replaced over 

time by efficient local governments, thriving civil societies and vibrant 

private sectors.

As part of our effort to create these conditions, we are implementing 

aggressive reforms to its contracting and procurement, accelerating our 

funding to local NGOs and local entrepreneurs—change agents who have 

the cultural knowledge and in-country expertise to ensure assistance leads 

to sustainable growth. 

I’m proud of the enormous progress USAID made in the last year for 

both for the developing world and the American people. And I also look 

forward to the expanded impact we can deliver this year thanks to the 

reforms we’ve already made. 

I am pleased to certify that the performance and financial data in this 

report are complete and reliable. USAID maintains a rigorous policy on 

data quality to guard against inaccurate reporting. As part of this policy 

all performance data reported to the American public are assessed against 

standards of validity, integrity, precision, reliability, and timeliness to 

identify strengths and weaknesses of the data and the extent to which 

they can be trusted for programmatic decisions. 

A more expansive discussion of FY 2010 performance and data sources is 

available in the FY 2010 Foreign Assistance Performance Report published 

in the FY 2012 Foreign Operations Congressional Budget Justification.

Rajiv Shah

USAID Administrator

April 18, 2011

Message from the USAID Administrator

4 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010
Our Organizations

In 1961, the United States Congress 

passed the Foreign Assistance Act to administer long-range 

economic and humanitarian assistance to developing countries. 

Two months after passage of the act, President John F. Kennedy 

established the U.S. Agency for International Development 

(USAID). USAID unified pre-existing U.S. Government 

assistance programs and served as the U.S. Government’s lead 

international development and humanitarian assistance agency, 

a role that it continues today.

USAID is an independent Federal agency that receives 

overall foreign policy guidance from the Secretary of State. 

With headquarters in Washington, D.C. and 87 missions 

worldwide, the Agency provides economic development and 

humanitarian assistance around the world in support of the 

foreign policy goals of the United States. USAID accelerates 

human progress in developing countries by reducing poverty, 

advancing democracy, building market economies, promoting 

security, responding to crises, and improving the quality of 

life. Working with governments, institutions, and civil society, 

the Agency assists individuals to build their own futures by 

mobilizing the full range of America’s public and private 

resources through U.S. expert presence overseas.

For the past three years, USAID has embarked on an aggressive 

effort to increase and revitalize its workforce. The Development 

Leadership Initiative strengthened USAID’s overseas workforce, 

substantially increasing Foreign Service staff to address critical 

development and humanitarian assistance issues. At the end 

of FY 2010, USAID employees totaled 8,610 individuals, 

including 1,811 Foreign Service Officers, 1,353 direct-hire Civil 

Service Officers, 4,487 Foreign Service Nationals, and 959 other 

non-direct-hire employees. Of these employees, 2,411 are based 

in Washington and 6,199 are deployed overseas. 

USAID plans its development and assistance programs in close 

coordination with the Department of State, and collaborates 

with a variety of other U.S. Government agencies, multilateral 

and bilateral organizations, private companies, academic institutions, and nongovernmental organizations.

USAID DEPARTMENT OF STATE

The Department of State is the lead U.S. 

foreign affairs agency within the Executive Branch and the 

Secretary of State is the President’s principal foreign policy 

advisor. Established by Congress in 1789, the Department 

is the oldest and most senior executive agency of the U.S. 

Government. Headquartered in Washington, D.C., it 

implements United States foreign policy worldwide.

The Department of State promotes and protects the interests 

of American citizens by: 

■ Promoting peace and stability in regions of vital interest 

■ Creating jobs at home by opening markets abroad 

■ Helping developing nations establish investment and 

export opportunities 

■ Bringing nations together and forging partnerships to 

address global problems such as terrorism, the spread 

of communicable diseases, cross-border pollution, 

humanitarian crises, nuclear smuggling, and narcotics 

trafficking

The Department operates more than 270 Embassies, consulates, 

and other posts worldwide staffed by more than 13,000 Foreign 

Service officers and 43,000 locally employed staff. In each 

Embassy, the Chief of Mission (usually an Ambassador) is 

responsible for executing U.S. foreign policy goals and for 

coordinating and managing all U.S. Government functions in 

the host country. The President appoints each Ambassador, 

who is then confirmed by the Senate. Chiefs of Mission report 

directly to the President through the Secretary. U.S. Missions are 

the primary U.S. Government points of contact for Americans 

overseas and foreign nationals of host countries. Missions serve 

the needs of Americans traveling, working, and studying abroad, 

and support Presidential and congressional delegations visiting 

the country. In addition to Foreign Service officers, a Civil Service 

corps of over 10,000 employees provides a base of continuity and 

expertise in performing all aspects of the Department’s mission. 

The Department’s mission is accomplished through six regional 

bureaus, each of which is responsible for a specific geographic 

region of the world, the Bureau of International Organization 

Affairs, and numerous functional and management bureaus. 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 5

Introduction
These bureaus provide policy guidance, program management, 

administrative support, and in-depth expertise in diverse 

matters such as law enforcement, economics, the environment, 

intelligence, arms control, human rights, counternarcotics, 

counterterrorism, public diplomacy, humanitarian assistance, 

security, nonproliferation, and consular services. 

In carrying out its responsibilities, the Department of State 

consults with Congress about foreign policy initiatives and 

programs, and works in close coordination with other Federal 

agencies, including the Department of Defense, the U.S. 

Agency for International Development, the Department of the 

Treasury, and the Department of Commerce, among others.

The Foreign Assistance Dashboard at http://foreignassistance.gov/

was created in response to the principles of the Paris Declaration on 

Aid Effectiveness and President Obama’s Open Government Initiative to 

provide a visual presentation of and access to key U.S. Government-wide 

foreign assistance budget and appropriation data in a user-friendly way. 

The QDDR highlights the importance of embracing transparency and 

holding the United States accountable for achieving results. The goal of 

the Foreign Assistance Dashboard is to give a wide variety of stakeholders, 

including U.S. citizens, civil society organizations, the Congress, U.S. 

Government agencies, donors, and partner-country governments the ability 

to examine, research, and track U.S. foreign assistance investments in an 

accessible and easy-to-understand format. The Dashboard received over 

20,000 site visits in its first month, and continues to be celebrated in the 

blogosphere by nongovernmental organizations and Government agencies 

alike. The White House Office of Science and Technology Policy writes in 

its blog that the Dashboard makes it “easier than ever for policymakers, 

civil society, and the public to understand U.S. investments and their 

impact around the globe. . . . Civic-minded developers and researchers 

can download any and all of the Dashboard’s data in a machine-readable 

format to mash, visualize, and analyze U.S. budget data in new ways.” 

The Dashboard currently contains Department of State and USAID 

budget and appropriation data, but in the future will include budget, 

financial, program, and performance data in a standard form from all 

U.S. Government agencies receiving or implementing foreign assistance. 

Foreign assistance investments are presented through a variety of userfriendly graphics on this site, including funding by country, by sector, 

and by year. Users can filter and sort the datasets in other ways by 

generating their own tables through manual queries and downloading 

machine-readable data sets.

The Foreign Assistance

Dashboard

The late Ambassador Richard C. Holbrooke, Special Representative for 

Afghanistan and Pakistan from January 2009 to December 2010, meets 

with Afghan officials and local leaders in Marjah, Helmand Province, 

Afghanistan, June 2010. Department of State

6 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Introduction
Department of State-USAID

Joint Strategic Goal Framework

T

he Department of State-USAID Joint Strategic Plan for 

Fiscal Years 2007-2012 provides an agency-level plan for 

the Department of State and USAID and fulfills requirements of the Government Performance and Results Act of 1993. 

The Joint Strategic Plan, anchored in the National Security 

Strategy, defines the primary aims of U.S. foreign policy and 

development assistance and outlines a Joint Strategic Framework for policy and program goals at the country, regional, and 

global levels. The Framework, under which the Department 

and USAID operated in FY 2010 is shown in the figure below, 

but will change as a result of the QDDR. (Read more about 

the QDDR on page 16). Learn more about the Joint Strategic 

Framework at http://www.state.gov/s/d/rm/rls/dosstrat/2007/ or 

http://www.usaid.gov/policy/coordination/stratplan_fy07-12.html.

Legend

Key Strategic Priorities

Strategic Goals

Management

Functions

(Human Resources, 

Information 

Technology, 

Diplomatic Security, 

Facilities, Planning 

and Accountability, 

Administrative

Services, Rightsizing)

Consular Services

(Visas, Passports,

American Citizen

Services)

Offer a Positive

Vision

Marginalize Extremism

Nurture Common

Interests and Values

Means for Migration

Protection,

Assistance and

Solutions

Orderly Humane

Management

Disaster Prevention

and Mitigation

Private Markets

Trade and

Investment

Energy Sector

Environment

Agriculture

Homeland Security Infrastructure

Transnational Crime 

and Counternarcotics

Conflict Prevention,

Mitigation, and

Response

Social Services and 

Protection for 

Vulnerable 

Populations

Rule of Law and

Human Rights

Good Governance

Civil Society

Political

Competition and

Consensus Building

Health

Education

Counterterrorism

Weapons of Mass

Destruction and

Destabilizing

Weapons

Security

Cooperation and

Security Sector

Reform

Achieving Peace

and Security

Governing Justly and

Democratically

Investing in

People

Promoting Economic

Growth and

Prosperity

Providing

Humanitarian

Assistance

Promoting

International

Understanding

Strengthening

Consular and

Management

Capabilities

MISSIO N

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

Economic 

Opportunity 

and Growth

Department of State-USAID Joint Strategic Goal Framework

P a rtner s h ips i n Act i o n

United States and Russia: New START Treaty

President Barack Obama walks with Russian president Dmitry Medvedev, left, 

and Czech Republic president Vaclav Klaus, center, at the Prague Castle in 

April 2010, where the United States and the Russian Federation signed the 

New Strategic Arms Reduction Treaty (START). This treaty with Russia advances 

the goal of bolstering nuclear nonproliferation by verifiable reduction of 

deployed strategic nuclear warheads by the world’s largest nuclear powers. 

(See p. 32 for more information)

© AP Image

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 7

Introduction
Attaining the conditions abroad that ensure American 

security and prosperity at home demands responsible management of U.S. diplomacy and development efforts. This section presents selected accomplishments 

and key management challenges of the Department of State 

and USAID for FY 2010. The achievements highlighted here 

reflect significant efforts to improve the way both agencies 

administer resources, deliver services, and manage for results. 

Challenges identified by the Inspector General of each agency 

and the U.S. Government Accountability Office (GAO) denote 

management and performance issues that the Department and 

USAID take seriously and are actively committed to resolving. 

In the years ahead, the Department and USAID will continue 

to strengthen their accountability and capacity to deliver results 

consistent with the recommendations of the Quadrennial 

Diplomacy and Development Review (QDDR). 

Management Accomplishments – State

Information Technology Consolidation: Information Technology (IT) Consolidation is a Department of State program to 

centralize desktop support services from the IT offices of more 

than 38 bureaus in order to standardize systems and configurations, improve customer service and security, and minimize cost. 

Once complete, IT responsibility for approximately 37,000 

desktops and associated IT infrastructure will be consolidated 

to the Department’s Bureau of Information Resource Management. During FY 2010, the Department continued centralizing 

domestic computer desktop support service, and consolidated 

82 percent of its bureaus and 75 percent of its desktops.

American Recovery and Reinvestment Act (ARRA):

In FY 2010, the Department published the American 

Recovery and Reinvestment Act (ARRA) External Plan, 

which detailed its commitment to use ARRA funds to create 

and save jobs, repair and modernize domestic infrastructure 

crucial to the safety of American citizens, enhance energy 

independence and reduce global warming by “greening” its 

facilities, and expand the availability of consular services 

offered to American taxpayers.

Greening Diplomacy Initiative: Launched by Secretary 

Clinton, the Greening Diplomacy Initiative (GDI) challenges 

the Department to account for and reduce its environmental 

footprint to be a responsible environmental steward and 

business model for the global community. Among the 

Department’s green accomplishments during FY 2010 are 

the commencement of several domestic building renovations 

to reduce overall water and energy consumption; initiation 

of bicycle loan and commuter reimbursement programs to 

encourage green commuting; development of an interactive, 

on-line GDI success story map; continuation of green awareness 

campaigns and events; and creation of electronic fora for 

the exchange of best green practices among the worldwide 

diplomatic community. The Department was recognized by 

the Green Building Initiative for the resource efficiency of four 

of its domestic buildings. In addition, several of its domestic 

and overseas buildings are LEED certified by the U.S. Green 

Building Council. The Department established an FY 2020 

greenhouse gas reduction goal of 20 percent at its domestic 

facilities for emissions caused by power generation, and by 

2 percent for emissions caused by waste, energy transmission 

loss, and commuter and airline travel.

Collaborative Management Initiative: The Department 

continues implementing its Collaborative Management Initiative (CMI), a quality management system to deliver consistent, 

cost-effective, and high-quality administrative support services 

to the Department and other U.S. Government agencies at 

overseas posts. An essential component of CMI is eServices, 

a service-request software program for overseas employees 

to easily obtain support services. The eServices program 

also improves the quality of support services by capturing 

and reporting to management performance-related metrics 

on the volume of services provided, the extent that service 

performance standards are being met by service providers, and 

customer satisfaction with services rendered. As a result of 

feedback from the field and with their continued consultation, 

eServices will be improved in FY 2011 to deliver even better 

software performance and capture more meaningful metrics. 

At the end of FY 2010, 83 percent of the Department’s 

8 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Management Highlights

Management Highlights
Embassies and consulates were using eServices and generating 

customer feedback to improve support services.

Human Resources Shared Services: Implementation of the 

Department’s Human Resources Shared Services (HRSS) 

initiative continued during FY 2010 and had been adopted by 

100 percent of bureaus by November 2010. By establishing a 

single, integrated human resources delivery system throughout 

the Department, HRSS enhances customer service, reduces 

processing times, decreases overall costs, and makes better 

use of increasingly scarce resources.

Management Accomplishments – USAID

In FY 2010, USAID launched USAID FORWARD, an integrated package of operational reforms to modernize the Agency 

and strengthen its capacity to achieve high-impact development. 

Each of the reforms supports the Agency’s capacity to make 

difficult but vital tradeoffs and set priorities. The result will be 

greater value-for-money in the development programs managed 

by the Agency. Following are specific areas of reform and some 

accomplishments to date. For more information on USAID 

FORWARD, please visit http://forward.usaid.gov/.

Procurement: USAID is strengthening partnerships with hostcountry institutions to create sustainable development conditions. This year, the Agency piloted a process to assess risk and 

identify risk mitigation measures for partner country financial 

management and procurement systems for delivering foreign 

assistance. The Agency also revised policy on the use of Fixed 

Obligation Grants to include new eligibility requirements and 

corresponding pre-award survey checklists to facilitate the use 

of direct awards to local organizations. 

Talent Management: USAID is improving its human resource 

functions to meet the development challenges of the 21st 

century, and attract and retain the best development professionals. The goal of the Development Leadership Initiative is to 

double the Agency’s Foreign Service Officer Corps and expand 

recruitment to attract a diverse range of professionals including 

mid-career talent into the Foreign Service. Adequately staffing 

missions in Africa and ensuring that countries benefitting from 

the Global Health and Feed the Future initiatives have sufficient 

technical staff in place to effectively implement the associated 

programs are both priorities. USAID is also more effectively 

using the expertise of its Foreign Service National (FSN) staff 

through a fellowship program and an FSN Senior Advisory 

Corps. Further, the Agency is extending benefits to same-sex 

domestic partners of its gay and lesbian employees.

As a basis of the President’s performance agenda, the Department 

and USAID selected eight outcome-focused High Priority Performance 

Goals (HPPGs), listed below, that reflect the Secretary and Administrator’s 

highest priorities.

■ Afghanistan and Pakistan: Please see Stabilization Strategy, 

February 2010, at http://www.state.gov/documents/organization/135728.pdf. 

■ Iraq: A Sovereign, Stable and Self-Reliant Iraq

■ Global Health: By FY 2011, countries receiving health assistance 

will better address priority health needs of women and children, with 

progress measured by U.S. Government and UNICEF-collected data 

and indicators. In the longer term, the Global Health Initiative aims to 

reduce mortality of mothers and children under five by FY 2015, saving 

millions of lives, avert millions of unintended pregnancies, prevent 

millions of new HIV infections, and eliminate some neglected tropical 

diseases. 

■ Climate Change: By the end of FY 2011, U.S. assistance will have 

supported the establishment of at least 12 work programs to support 

the development of Low-Emission Development Strategies (LEDS) that 

contain concrete actions. This effort will lay the groundwork for at least 

20 completed LEDS by the end of FY 2013, and meaningful reductions 

in national emissions trajectories through FY 2020. 

■ Food Security – Feed the Future: By FY 2011, up to five countries 

will demonstrate the necessary political commitment and implementation capacities effectively to launch implementation of comprehensive 

food security plans that will track progress towards the country’s Millennium Development Goal to halve poverty and hunger by FY 2015.

■ Democracy, Good Governance, and Human Rights: Promote greater 

adherence to universal standards of human rights, strengthen democratic institutions, and facilitate accountable governance through diplomacy 

and assistance by supporting activists in 14 authoritarian and closed 

societies and by providing training assistance to 120,000 civil society 

and government officials in 23 priority emerging and consolidating 

democracies between October 1, 2009, and September 30, 2011.

■ Global Security – Nuclear Nonproliferation: Improve global controls 

to prevent the spread of nuclear weapons and enable the secure, 

peaceful use of nuclear energy.

■ Management – Building Civilian Capacity: Strengthen the civilian 

capacity of the Department of State and USAID to conduct diplomacy 

and development activities in support of the Nation’s foreign policy 

goals by strategic management of personnel, effective skills training, 

and targeted hiring.

High-Priority

Performance Goals

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 9

Management Highlights
Rebuilding Policy Capacity: A new Bureau for Policy, Planning, and Learning was created to promulgate evidence-based 

development policies and strategies for the Agency. Key priorities for the bureau include supporting the preparation of 

Country Development Cooperation Strategies, which were 

initiated in 20 countries in FY 2010; developing key policy 

and strategy documents to bring the best available evidence to 

bear in guiding Agency actions; and bringing the development 

voice to interagency policy discussions. 

Budget Management: A new Office of Budget and Resource 

Management in the Office of the Administrator will better link 

budget allocations to program planning. The Office will support 

preparation of budget recommendations to the Department of 

State and improved execution of appropriations. This renewed 

capacity will increase the efficient use of the Agency’s resources 

at a time of constrained foreign affairs budgets. 

Monitoring and Evaluation: USAID is enhancing its capacity 

to assess, learn, and be accountable for its results. This year 

the Agency updated its evaluation policy to raise its rigorous 

standards of methodology, objectivity, transparency, and 

learning. The enhanced monitoring and evaluation process 

better links these efforts to program design, budgeting, and 

strategic planning. In addition, together with State, USAID 

initiated a comprehensive Streamlining Initiative to reduce 

the internal reporting burden and improve the efficiency of 

external performance reporting processes. 

Innovation: USAID launched the Development Innovation 

Ventures grant program to develop scalable solutions to 

development challenges. The first recipients are improving 

rural solar access, creating an affordable fuel-cell powered 

bicycle, and developing a new way to measure the effectiveness 

of a cellular text messaging election-monitoring platform in 

reducing election fraud in Afghanistan. 

Science and Technology (S&T): USAID is enhancing its capabilities through better use of Geospatial Information Systems, 

a framework of Grand Challenges for Development focusing 

on key scientific and technical barriers to development, funding 

cooperative research grants, and improving access to scientific 

knowledge and resources. The S&T reforms were launched 

through a conference called Transforming Development through 

Science, Technology, and Innovation that engaged more than 

65 of the world’s leaders from academia, the private sector, and 

the Federal Government.

In addition to the USAID FORWARD accomplishments, the 

Agency developed the following plans to improve its efficiency 

and effectiveness as a premier development agency:

■ The Cost Savings and Innovation Plan for Real Property to 

increase income generated through disposals, reduce annual 

operating costs by leveraging information technology and 

other “green” innovation, and better utilize real property by 

undertaking space realignment efforts, including optimization or consolidation of existing space within Governmentowned buildings

■ The Agency Sustainability Plan to enable the Agency to 

reduce greenhouse gas emissions and contribute towards a 

clean energy economy, and promote energy security and a 

healthy environment

■ The Open Government Plan to make information and data 

on its foreign assistance programs more transparent and 

accessible to the American public, host-country partners, 

and other stakeholders

Taken together, these management accomplishments and 

reforms are enabling USAID to reclaim its position as the 

preeminent leader of development assistance in the U.S. 

Government and to more effectively meet the challenges 

of the 21st century.

P a rtner s h ips i n Act i o n

Afghanistan: A Woman in a “Man’s Job”

The U.S. Ambassador’s Small Grant Program is strengthening the capacity of womenfocused civil society organizations to contribute to the social, economic, and political 

development of women throughout Afghanistan. With funding and support from 

USAID, women learn vocational skills at the Afghan Women’s Initiatives organization. 

Most of the participants of this project are widows or have disabled husbands, and 

will soon be able to supply the local market with cabinets, chairs, tables, and desks. 

The sale of the furniture produced will improve each woman’s economic situation 

and raise her standing within her family and community.

USAID / ASGP Kabul Staff 

10 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Management Highlights
Management Challenges – State

In FY 2010, the Department of State OIG and GAO identified significant challenges in the areas of contracting 

and procurement, coordinating and overseeing foreign assistance, human resources, public diplomacy, protection 

of people and facilities, information security, financial management, counterterrorism and border security, and transitioning from 

a military to a civilian presence in Iraq. The Department promptly takes corrective actions in response to OIG and GAO findings 

and recommendations. Highlights are summarized below. See the FY 2010 Department of State Agency Financial Report at 

http://www.state.gov/documents/organization/150505.pdf (p. 136-141) for the OIG’s full statement. 

FY 2010 STATE MANAGEMENT CHALLENGES

CONTRACTING AND PROCUREMENT

OIG/GAO1

Challenge

Administration and Oversight: The Department’s administration and oversight of some contracts is inadequate, especially 

property management and accountability in Iraq and Afghanistan. Additionally, the Department needs to improve planning and 

transparency in its procurement process.

Actions

Taken

The Department hired over 50 employees and 52 contract staff since 2008 in contract officer/procurement positions. It issued 

continuing education requirements for contract specialists and training standards for Contracting Officer Representative (COR) 

and Government Technical Monitor certification. It created a framework to assess workforce balance between direct-hire 

employees and contractors. 

Actions

Remaining

The Department will continue to focus on balancing its workforce and rebuilding core capabilities. It is developing a COR course. 

It will link bureau program planning to procurement planning, put past performance information in government-wide databases, 

and improve the quality of data entered into the Federal Procurement Database and USAspending.gov. 

COORDINATING AND OVERSEEING FOREIGN ASSISTANCE

OIG/GAO2

Challenge

Workforce Management: The Department needs to expand its contract and grant workforce, provide it with more training and 

resources, and improve its management of contractors supporting contracts and grant administration in Iraq and Afghanistan.

Actions

Taken

The Department hired over 50 employees and 52 contract staff since 2008 in contract officer/procurement positions. It issued 

continuing education requirements for contract specialists, and training standards for COR and Government Technical Monitor 

certifications. It created a framework to assess workforce balance between direct-hire employees and contractors. 

Actions

Remaining

The Department will assess the direct-hire vs. contractor workforce balance of two large bureaus. It plans to include COR duties 

in employee work commitments and evaluations, and is developing a COR course. It must also employ enough government 

personnel to ensure adequate oversight of its contractors.

OIG

Challenge

Coordination and Evaluation: The Department needs to improve evaluation of some foreign assistance and better coordinate 

programs at the Embassy level.

Actions

Taken

The Department is implementing a recently developed Department-wide program evaluation policy. It is also in the process of 

allocating additional human resources to execute program evaluation activities.

Actions

Remaining

The Department will request that bureaus provide a bureau level evaluation plan as part of the Bureau Strategic and Resource 

Plan. 

HUMAN RESOURCES

OIG

Challenge

Staffing and Training: The Department has difficulty getting the right number and mix of personnel, assigning officers to 

senior positions, and avoiding training gaps. Additionally, failure to assess staffing needs properly resulted in haphazard growth 

at some Embassies.

Actions

Taken

The Department continues to develop a personnel simulation model to determine needs more accurately, and better balance 

training and operational requirements and staffing resources.

Actions

Remaining

As part of its Diplomacy 3.0 hiring initiative, the Department plans to expand the training complement, fill vacant positions, and 

realign resources.

INFORMATION SECURITY

OIG

Challenge

Information Security Management: The Department faces challenges in implementing an effective information security 

management program; it must strengthen its plan of action, milestones process, and monitoring of user access and training.

Actions

Taken

In FY 2010, the Department modified its systems inventory management approach, its certification and accreditation toolkits, 

and updated its contingency plan policy.

Actions

Remaining

The Department must ensure timely reporting of security weaknesses; test contingency plans; develop standard operating 

procedures for identified weaknesses; and actively monitor, validate, and implement remediation steps to correct them.

1,2 For more information, go to http://www.gao.gov/new.items/d10357.pdf. (continued on next page)

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 11

Management Highlights
FY 2010 STATE MANAGEMENT CHALLENGES (continued)

PUBLIC DIPLOMACY

OIG

Challenge

Training and Planning: The Department needs to improve mentoring of new public diplomacy officers, development of 

Embassy-level strategic communications plans, and its websites’ compliance with its social media guidance.

Actions

Taken

The Department is developing a plan for providing support to entry-level public diplomacy officers, to include mentoring, 

professional development events, and clearer guidance for new officers. The Department is currently working to leverage existing 

tools and processes to create mission-level strategic communications plans and continues to reach out to foreign audiences 

through a variety of interactive multimedia platforms. It is also undertaking a world-wide assessment of overseas outreach 

platforms and has increased the staffing of its Office of Innovative Engagement.

Actions

Remaining

The Department will re-design its training curriculum and integrate into its operations the latest tools and technologies, as well 

as the innovators behind them, to extend public diplomacy beyond traditional constituencies and engage new actors.

PROTECTION OF PEOPLE AND FACILITIES

OIG

Challenge

Security of Facilities: The Department needs to continue to identify and implement interim protective security measures until 

it replaces all facilities not meeting security standards.

Actions

Taken

Since 2001, the Department has constructed 72 new buildings overseas and moved over 21,000 people into safer facilities. The 

Department has also instituted more high-threat training for post personnel and more rigorous security procedures at posts.

Actions

Remaining

The Department will continue to replace all facilities not meeting security standards and to identify and implement interim 

security measures.

OIG

Challenge

Repairs and Improvements: The Department needs to improve its process to prioritize overseas maintenance and 

improvement needs.

Actions

Taken

In March 2010, the Department issued the first Long-Range Overseas Maintenance Plan (LROMP), a $3.7-billion, 3,500-project 

strategic document focused on the management of deferred and planned maintenance.

Actions

Remaining

The Department will execute the LROMP upon receipt of the funding required, and will establish a timeline concurrent with the 

availability of funds.

FINANCIAL MANAGEMENT

OIG/GAO

Challenge

Reporting: Continue to improve internal controls over financial management and reporting.

Actions

Taken

The Department issued its FY 2010 audited agency-wide financial statements by the mandatory deadline with an unqualified opinion 

and no material weaknesses. In order to do so, the Department expanded its process to analyze leases; performed a reconciliation of 

real property information and modified its financial reporting process; expanded the estimation process for overseas, domestic, and 

intergovernmental accounts payable; and worked to address weaknesses related to unliquidated obligations.

Actions

Remaining

The Department will enhance the process for estimating the overseas, domestic, and intra-governmental accounts payable; 

and continue to improve controls over financial reporting and accounting for capitalized property.

COUNTERTERRORISM AND BORDER SECURITY

OIG/GAO

Challenge

Cross-border issues including illegal immigration, alien smuggling, environmental issues, and U.S. business interests, continue to 

challenge the Department, either directly or indirectly.

Actions

Taken

With the implementation of the Western Hemisphere Travel Initiative, the Department added passport agencies and a new 

passport card to meet the demand for documents. The Department also deployed an online visa application form to improve 

information sharing and prevent fraud in the visa application process.

Actions

Remaining

The Department continues to make steady progress toward completely eliminating paper applications and records while 

increasing its capacity to obtain and store data electronically. The Department is also expanding use of online fee collection and 

appointment systems, and incorporating streamlined fraud tracking and statistical reporting into new consular systems that will

result in more effective and efficient service provision and more secure document issuance. As part of its Biometric Screening 

Program, the Department will supplement facial recognition with iris scanning to combat document substitution while screening 

applicants for fraud, criminal activity, and terrorist ties.

(continued on next page)

12 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Management Highlights
FY 2010 STATE MANAGEMENT CHALLENGES (continued)

IRAQ TRANSITION FROM MILITARY TO CIVILIAN PRESENCE

OIG/GAO

Challenge

Security and Budget: In preparation for the end of the U.S. military presence, the Department needs to expand its security 

responsibilities. It also needs to pay close attention to the cost projections for its future civilian presence.

Actions

Taken

The Department requested $1.9 billion to provide for security and is considering with the Department of Defense (DOD) options 

and potential funding sources for a large U.S. Office of Security Cooperation. The Department also requested $4.7 billion in the 

FY 2010 supplemental and FY 2011 budget.

Actions

Remaining

The Department will absorb many of the support roles and activities currently undertaken by the military. The Department is 

coordinating closely with DOD to transfer the security and support tasks that must continue as the military prepares to leave Iraq. 

More than 1 billion people—one-sixth of the world’s population—

suffer from chronic hunger, and more than 3.5 million children 

die from undernutrition each year. At the G8 Summit in L’Aquila, Italy, 

in July 2009, global leaders committed to “act with the scale and 

urgency needed to achieve sustainable global food security.”

Feed the Future (FTF) is 

President Obama’s signature 

initiative on global food 

security. It renews the United 

States commitment to combat 

chronic hunger and poverty 

by investing at least $3.5 

billion to support the goals 

established in L’Aquila. 

The strategy for implementing FTF recognizes that food security is not 

just about food, but is also closely linked to economic, environmental, 

and human security. It is critical to the sustainable development of 

individuals, communities, and nations. 

Feed the Future Initiative

As the lead U.S. Government agency for food security, USAID is 

working with partners and stakeholders to advance action that 

addresses the needs of small-scale farmers and agribusinesses, 

and harnesses the power of women to drive economic growth. 

The Agency’s efforts build on its comparative advantage in research, 

innovation, and private sector-led growth. It will increase its investment in nutrition and agriculture development while maintaining the 

Agency’s support for humanitarian food assistance. As a result of 

U.S. efforts so far, several developing countries have raised incomes, 

reduced poverty, and boosted food security through agriculture-led 

growth, and are beginning to incorporate climate change adaptation 

into agricultural planning for more sustainable growth.

For more information on Feed the Future, visit http://www.

feedthefuture.gov/, http://www.usaid.gov/our_work/agriculture/

food_security.htm and http://www.state.gov/s/globalfoodsecurity/.

“The question 

is not whether we 

can end hunger, it’s 

whether we will.

— Secretary of State 

”

Hillary Clinton

Road rehabilitation in Madagascar facilitates community access to markets and greatly improves the chance to develop 

income-generating activities. USAID

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 13

Management Highlights
Management Challenges – USAID

Every year, USAID’s OIG identifies management challenges that affect the ability of the Agency to deliver foreign 

assistance. The FY 2010 challenges relate to working in critical priority countries, managing for results, acquisition 

and assistance, human capital management, and IT management. The Agency takes immediate remedial actions in response to 

OIG recommendations, which are summarized below. See the FY 2010 USAID Agency Financial Report at http://www.usaid.gov/

performance/afr/afr10.pdf (p. 122) for the OIG’s October 15, 2010 memorandum on this subject, and the full Agency response. 

FY 2010 USAID MANAGEMENT CHALLENGES

WORKING IN CRITICAL PRIORITY COUNTRIES AND DISASTER AREAS

OIG

Challenge

Security concerns, weak governance, and corruption are persistent problems as USAID implements its programs in Afghanistan, 

Pakistan, Iraq, Sudan, and Haiti. 

Actions

Taken

USAID established a Policy Task Team on counterinsurgency and hosted the “Development to Counterinsurgency” Evidence 

Summit. USAID/Sudan established procedures for security, medical emergencies, and communications. USAID/Afghanistan and 

USAID/Pakistan require Contract/Agreement Officer Technical Representatives to conduct site visits to verify the progress of 

activities. USAID led an interagency review of the U.S. Government response to the Haiti earthquake. 

Actions

Remaining

Establish Agency Coordinating Committee on Reconstruction and Stabilization. In consultation with the Office of Security, 

designate posts as High Threat Environments and educate staff. USAID/Haiti will recruit a sufficient number of staff to plan and 

implement the large-scale reconstruction and development program. 

Managing for Results

OIG

Challenge

The OIG identified that program performance indicators needed improvement, and performance targets were inconsistent. 

Actions

Taken

The Agency delivered four Managing for Results workshops, and piloted a new workshop called the Training of Technical Advisors 

in Managing for Results. The Administrator established the Bureau for Policy, Planning, and Learning to lead USAID’s efforts on 

enhanced monitoring and evaluation processes. The Agency’s guidance on the new Country Development Cooperation Strategy 

emphasizes the development of indicators and targets.

Actions

Remaining

Additional training is planned in Washington and regional hubs in FY 2011 and an effort to revise and improve the suite of foreign 

assistance indicators is underway in partnership with the State Department.

OIG

Challenge

The OIG noted that data reported by USAID Operating Units related to Iraq were misstated or not validated. 

Actions

Taken

USAID’s Office of Foreign Disaster Assistance in Iraq (OFDA/Iraq) developed step-by-step guidance for counting individual program 

beneficiaries. USAID’s Middle East Bureau Iraq Office (ME/IR) took steps to improve planning and results reporting, including 

hiring a full-time program-impact advisor.

Actions

Remaining

OFDA/Iraq will ensure the guidance on counting beneficiaries is disseminated and implemented as intended, and will document the 

results. ME/IR will test and implement its Mission-based system for integrating and strengthening program design, monitoring, 

analysis, and evaluation of program impact. 

Acquisition and Assistance

OIG

Challenge

USAID must set up appropriate mechanisms to ensure that local systems provide accountability for U.S. Government funds before 

the funds are provided to host-country institutions. 

Actions

Taken

USAID has formed a Procurement Reform Group to explore possible changes in how USAID’s assistance is designed and delivered 

to build local capacity.

Actions

Remaining

The Group will propose reforms to increase competition, broaden the Agency’s partner base, and strengthen host-country 

financial, management, and procurement systems.

OIG

Challenge

USAID is facing challenges in the ongoing multi-year implementation and deployment of the Global Acquisition and Assistance 

System (GLAAS) including: meeting the system deployment plan and schedule, improving earned value management (EVM) 

processes, and developing a comprehensive disaster recovery plan. 

Actions

Taken

The GLAAS project is completing deployment to all relevant Missions. A comprehensive recovery plan has been executed for 

GLAAS and is currently in effect. 

Actions

Remaining

The EVM process is being evaluated to determine where adjustments may be required for GLAAS. GLAAS will continuously 

monitor earned value and its schedule through completion of the project. 

(continued on next page)

14 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Management Highlights
P a rtner s h ips i n Act i o n

Iraq: Roadmap to Future Development

USAID assisted the Government of Iraq’s Ministry of Planning in facilitating a constructive 

dialogue among all stakeholders in the formulation of Iraq’s first National Development 

Plan (NDP). The NDP calls for comprehensive development in Iraq with the goal of 

generating 9.8 percent annual GDP growth and 3.5 million new jobs over the next five 

years. “Never in Iraq’s recent history has everyone’s point of view been so represented 

and accounted for within one plan,” noted Iraq’s Minister of Planning.

Iraq’s Prime Minister Nouri al-Maliki. 

USAID

FY 2010 USAID MANAGEMENT CHALLENGES (continued)

Acquisition and Assistance (continued)

OIG

Challenge

OIG audits reported that USAID has not incorporated all of the Federal Acquisition Regulation requirements for performancebased contracting in all of its procurements. 

Actions

Taken

The timeline for implementation of performance-based objectives is under review. Meetings to discuss coordination, 

identification, and responsibilities for all the procurement reform initiatives, including elements of performance-based 

contracting, have been initiated.

Actions

Remaining

Action items related to greater emphasis and use of performance-based methodologies will be part of the procurement reform 

efforts in FY 2011.

OIG

Challenge

USAID commonly uses cost reimbursement contracts that place a heavy burden on Operating Units to provide the monitoring 

necessary to reasonably ensure that American taxpayer funds are efficiently and effectively spent. 

Actions

Taken

It is now USAID policy to report to Congress the use of high-risk contracts prior to solicitation, including time and material-type 

indefinite quantity contracts. USAID established the Board for Acquisition and Assistance Review to support this effort.

Actions

Remaining

USAID intends to manage and monitor the use of high-risk contracting through the establishment of high-risk acquisition 

performance indicators. 

Human Capital Management

OIG

Challenge

USAID needs to re-build expertise within its workforce.

Actions

Taken

USAID expanded the workforce-planning model to cover all types of staff and adjusted the consolidated workforce-planning 

model (CWPM) to add institutional support contractors. USAID now has a comprehensive, automated Competency Management 

System (CMS), and is developing a five-year Tactical Plan. 

Actions

Remaining

USAID’s goal is to have the complete CMS operational by FY 2013. The five-year Tactical Plan will be updated on an annual basis. 

The web tool for CWPM will be deployed to the field in the winter of 2011. The migration to a more modern Shared Service Center 

is expected to be completed by the end of FY 2013. 

Information Technology Management

OIG

Challenge

USAID has yet to implement the Homeland Security Presidential Directive-12’s (HSPD-12) capabilities to access USAID information 

systems. 

Actions

Taken

Funding has been identified which will allow USAID to begin planning a solution for logical access controls.

Actions

Remaining

Full compliance for physical access controls overseas is contingent on Department of State implementation. USAID will use 

existing funding to begin defining requirements to meet HSPD-12 requirements. 

OIG

Challenge

Should USAID and the Department of State decide to integrate their IT infrastructures and services on a worldwide basis, USAID 

could face significant management challenges. 

Actions

Taken

Based on a USAID-State study of IT business requirements, the current IT status of both organizations, and the costs and 

benefits of alternative operational models, the agencies agreed to launch a new IT Transformation initiative in 70 co-located 

and non-co-located posts.

Actions

Remaining

Rigorous testing for USAID corporate and shared applications; targeted IT investments at each agency within the next six months; 

a Memorandum of Understanding detailing initial milestones and agreements; and an integrated human resources plan to refine 

the impact on personnel.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 15

Management Highlights
The Quadrennial Diplomacy and Development Review (QDDR) is 

a sweeping assessment of how the Department of State and the 

U.S. Agency for International Development (USAID) can become more 

efficient, accountable, and effective in a world in which rising powers, 

growing instability, and technological transformation create new 

threats, but also new opportunities. At its core, the QDDR provides a 

blueprint for elevating American “civilian power” to better advance 

U.S. national interests and to better partner with the U.S. military. 

Civilian power is the combined force of civilian personnel across 

government and civil society. It is the power of diplomats in 271 

Missions around the world, development professionals in more than 

100 nations, and experts from other U.S. Government agencies 

working together to advance America’s core interests. Leading 

through civilian power means directing and coordinating the resources 

of all America’s civilian agencies to prevent and resolve conflicts; 

help countries lift themselves out of poverty into prosperous, stable, 

and democratic states; and build global coalitions to address global 

problems. 

The QDDR calls for the Department and USAID to change the ways 

they do business in four broad areas.

Adapt to the diplomatic landscape of the 21st century by: 

■ Leading the implementation of global civilian operations overseas 

by empowering and holding accountable Chiefs of Mission as 

Chief Executive Officers of a multi-agency effort 

■ Reorganizing the Department of State structurally to meet new challenges: an Under Secretary for Economic Growth, Energy, and the 

Environment and an Under Secretary for Civilian Security, Democracy, and Human Rights; a new Bureau for Energy Resources and a 

Chief Economist; and a proposed Bureau for Counterterrorism 

■ Engaging beyond the state and leveraging the technological tools 

of 21st century statecraft 

■ Integrating a focus on women and girls in everything the 

Department does 

Elevate and modernize development to deliver results by: 

■ Focusing U.S. investments where they have a comparative advantage: food security, global health, climate change, sustainable 

The Quadrennial Diplomacy

and Development Review

economic growth, democracy and governance, and humanitarian 

assistance—with an emphasis on the wellbeing of women and girls 

■ Practicing high-impact development by building partnerships with 

host nations, investing in innovation, and strengthening monitoring 

and evaluation 

■ Building the necessary technical expertise and organizational 

structures, immediately transitioning the leadership of Feed the 

Future to USAID, and setting a target to also move the Global 

Health Initiative to USAID at the end of FY 2012

Strengthen civilian capability to prevent and respond to crisis 

and conflict by: 

■ Recognizing that civilians are the first line of defense abroad and 

making conflict prevention and response a core civilian mission 

■ Building conflict prevention and response capabilities by creating 

a new Bureau of Conflict and Stabilization Operations at State 

and strengthening the Office of Transition Initiatives at USAID 

■ Integrating an effective capability to reform security and justice 

sectors in fragile states 

Work smarter to deliver results for the American people by: 

■ Ensuring the U.S. Government has the expertise to meet the 

challenges of today and tomorrow by building technical 

expertise and innovative problem solving 

■ Managing contracting and procurement to achieve goals 

effectively and efficiently by drawing more upon expertise 

within the Government 

■ Planning and budgeting for impact, and using the best evidence 

available for program design to ensure high value for money 

The QDDR process is an ongoing commitment that began when 

Secretary Clinton took office, and will continue through the launch 

of the next Review. The Department and USAID have already 

begun to implement many of the reforms described in the Report. 

Some are complete; others will follow. The Deputy Secretary of 

State for Management and Resources and the USAID Administrator 

will oversee the implementation of the QDDR.

16 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Management Highlights
I

n Washington and around the world, Department of State and USAID experts work closely with dedicated colleagues from 

many U.S. Government agencies to vigorously and comprehensively pursue U.S. diplomatic, development, and defense goals. 

International organizations such as the United Nations (UN) and the Millennium Challenge Corporation are crucial partners 

in any efforts to address these challenges, and the United States works closely with these organizations to advance U.S. national 

interests. This section summarizes by region the key issues facing the United States as it engages in bilateral, regional, and 

multilateral partnerships to advance U.S. foreign policy and international development goals. 

Africa Region

The history and culture of the United States and Africa are 

inextricably linked. The United States-African partnership 

is based on mutual goals: to promote democracy, good 

governance, and respect for human rights; to achieve peace and 

security throughout the continent; and to promote economic 

growth and prosperity for all. Many problems—including 

narcotics trafficking, climate change, persistent health issues, 

trafficking in persons, and violent extremism—cross national 

borders and defy easy solutions. The United States is working 

to help address these transnational challenges through 

targeted efforts, such as bolstering African maritime security 

and supporting the fight against violent extremism through 

programs like the Trans-Sahara Counterterrorism Partnership 

and the Partnership for Regional East Africa Counterterrorism.

Strengthening Democratic Institutions and Promoting 

Conflict Prevention: The United States works with African 

governments and civil society organizations to combat 

corruption, abusive governments, and human rights violations, 

and to improve budget transparency. Programs focus on 

encouraging the development of independent judiciaries, 

strong legislative bodies, independent media, robust civil 

societies, and transparent elections. The United States 

emphasizes strengthening the electoral infrastructure and 

collaborating with African governments at all levels to provide 

credible service delivery to their populations. The past eight 

years have seen the end of several major conflicts in many 

countries: the Democratic Republic of the Congo, Sierra 

Leone, Liberia, North-South Sudan, Burundi, and Angola. 

In northern Uganda, most of the 1.8 million internally 

displaced persons have returned to their homes as a result 

of enhanced local development and security. Despite these 

successes, Africa’s stability is threatened by ongoing conflicts 

LINCOLN SEA

S O UTHERN O C E

SOUTHERN OCEAN

WEDDELL SEA W

BELLINGSHAUSEN

SEA

AMUNDSEN SEA 

S OUT H

A TLANTI C

O C EAN

NORT H

A TLANTI C

O C E A N

G R E E N L A N D S E A

BERING SEA

N ORT H

P A C IFI C

O C E A N

SOU T H

P ACIFI C

O C E A N

CARIBBEAN SEA

KARA SEA

BARENT S

S E A

N O RWE G IAN

S E A

NORTH

SEA

BLACK SEA

I NDIAN

O C EAN

ARABIAN SEA

R E D S E A

SOUTH

CHINA

SEA

JAVA SEA

A R C T I C O 

A RCTIC OCEAN

CHUKCHI

SEA

BEAUFORT

SEA

 LABRADOR

SEA

CASPIAN SEA

MEDITERRANEAN SEA

BALTIC SEA

Cape Leeuwin

Gulf of Aden

North

Cape

Gulf of Bothnia

Persian Gulf

Bay of Bengal

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

Gulf

of

Alaska

Bering Strait

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

Nares Strait

D a v i s S t r a i t

Strait of Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of

Biscay

Strait of Gibraltar

NIGERIA

COMOROS

BURUNDI

RWANDA

MAURITIUS

SUDAN

ETHIOPIA

KENYA

TANZANIA

ANGOLA

ZIMBABWE Z

MOZAMBIQUE Z

LESOTHO LES

SWAZILAND WA

SOUTH AFRICA

NAMIBIA BOTSWANA

DEM. REP.

OF CONGO

CENTRAL AFRICAN REPUBLIC

UGANDA

CCOONGOGO

CAMEROON

GABON

NIGER

EQUAT.GUINEA

GAMBIA

GUINEA-BISSAU

SIERRA LEONE

LIBERIA

CÔTE

D'IVOIRE

SÃO TOMÉ AND PRINCIPE

DJIBOUTI

ERITREA

MAURITANIA

CAPE VERDE

GUINEA

SOMALIA

CHAD

GHANA

TOGO

BENIN

BURKINA

FASO

MALI

ZAMBIA MALAWI

SENEGAL

MADAGASCAR

SEYCHELLES

Angola

Benin 

Botswana 

Burkina Faso 

Burundi 

Cameroon 

Cape Verde 

Central African Republic 

Chad 

Comoros 

Congo, Democratic

Republic of the 

Congo, Republic of the 

Cote d’Ivoire 

Djibouti 

Equatorial Guinea

Eritrea 

Ethiopia 

Gabon 

Gambia, The 

Ghana 

Guinea 

Guinea-Bissau 

Kenya 

Lesotho 

Liberia 

Madagascar 

Malawi 

Mali 

Mauritania 

Mauritius 

Mozambique 

Namibia

Niger

Nigeria 

Rwanda 

Sao Tome and Principe 

Senegal 

Seychelles

Sierra Leone

Somalia 

South Africa 

Sudan 

Swaziland 

Tanzania 

Togo 

Uganda 

Zambia 

Zimbabwe

*The Department of State uses both common and official country names. This map uses common names.

in Somalia and Darfur, and fragile peace in several other 

countries, requiring continued vigilance and engagement. 

Providing Food and Emergency Aid: Poor governance and 

conflict contribute to the need for extensive food and non-food 

emergency assistance across Africa. The President’s Feed the 

Future initiative will provide substantial support for agricultural 

development and food security. Africa’s humanitarian needs 

are likely to continue to escalate without sustained political 

and economic improvements, and the anticipated doubling of 

Africa’s population by 2050 to 1.8 billion will increase demands 

for food aid. 

Investing in Healthcare: The ravages of HIV/AIDS, malaria, 

tuberculosis, and other health challenges continue to tax Africa’s 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 17

Diplomacy and development regional highlights

Diplomacy and Development

Regional Highlights
weak health systems. The United States has a long tradition of 

providing support for countless health interventions, including treatment for millions of AIDS patients, bed nets to prevent 

malaria, training skilled birth attendants to decrease maternal 

mortality, and supporting vaccination campaigns to prevent childhood death. The President’s Global Health Initiative continues 

these activities while focusing on the health of women and girls, 

integrating services to cover the complete spectrum of health 

needs, and strengthening health systems. U.S. Government health 

programs have made significant contributions, including reducing 

mortality among children under 5 by 14 percent since 1990. 

Promoting Sustainable Economies: Sub-Saharan Africa’s 

economic growth in real per capita income continued to 

grow from over 3 percent in 2009 to close to 5 percent 

in 2010, according to International Monetary Fund 

(IMF) data. The IMF also notes that growth in 2011 

could reach as high as 5.5 percent. Over the coming year, 

the United States will continue to focus on supporting 

Africa’s entrepreneurs to transform the continent’s natural 

endowments into prosperity for its people, and encourage 

domestic reforms to support small and medium-sized 

businesses using development assistance as a catalyst. 

Countries in the region are committing to reform agendas 

that make it easier to do business. Through the President’s 

Global Climate Change initiative, climate change programs 

in Africa focus on adaptation, energy, and landscapes, and 

address the areas in which the effects of climate change 

will be the most pronounced: food security, health, and 

social and political stability. 

East Asia and Pacific Region

The East Asia and Pacific region accounts for nearly one-third of 

the earth’s population, and 25 percent of global gross domestic 

product. As such, it plays a central role in shaping the course of 

the world’s economy, maintaining international peace and stability, and addressing key transnational issues such as energy, environment and climate change, pandemics, and nonproliferation.

The region contains 5 of the United States top 15 trading 

partners and is home to long-standing treaty allies in Japan, the 

Republic of Korea, Australia, the Philippines, and Thailand, 

as well as security relationships through Compacts of Free 

Association with the Marshall Islands, Micronesia, and Palau. 

Exponential economic growth in China and elsewhere has created 

market opportunities for U.S. goods and services while spreading 

prosperity more widely in the region, creating burgeoning new 

middle classes, and accelerating regional integration. 

LINCOLN SEA

BERING SEA

N O RTH

P A C IFI C

O C EAN

SOU T H

PACIFI C

OCEA N

CORAL

SEA

T A S MAN

S E A

S O UTHERN O C EAN

SOUTHERN OCEAN

WEDDELL SEA W

BELLINGSHAUSEN

SEA

AMUNDSEN SEA R OSS S E A

S OUT H

A TLANTI C

O C EAN

NORT H

A TLANTI C

O C E A N

G R E E N L A N D S E A

BERING SEA

N ORT H

P A C IFI C

O C E A N

S O U T H

P A C I F I C

O C E A N

CARIBBEAN SEA

KARA SEA

LAPTEV SEA

EAST

SIBERIAN

SEA

SEA OF

OKHOTSK

BARENT S

S E A

N O RWE G IAN

S E A

NORTH

SEA

BLACK SEA

I NDIAN

O C EAN

ARABIAN SEA

R E D S E A

SOUTH

CHINA

SEA

EAST

CHINA

SEA

YELLOW

SEA

SEA OF

JAPAN

JAVA SEA

PHILIPPINE

SEA

CHUKCHI

SEA

A R C T I C O C E A N

A RCTIC OCEAN

CHUKCHI

SEA

BEAUFORT

SEA

BEAUFORT

SEA

 LABRADOR

SEA

CASPIAN SEA

MEDITERRANEAN SEA

BALTIC SEA

Bering Strait

Cape Leeuwin

G r e a t B a r r i e r R e e f

Gulf of Aden

North Cape

Gulf of

Yana

Gulf of Bothnia

Persian Gulf

Bay of Bengal

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

Gulf

of

Alaska

Great Australian

Bight

Bering Strait

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

Nares Strait

D a v i s S t r a i t

Strait of

Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of Biscay

Strait of Gibraltar

TIMOR LESTE TI

PAPUA NEW GUINEA AP A NEW

SOLOMON ISLANDS M

MARSHALL

ISLANDS

NAURU

FEDERATED STATES OF MICRONESIA

PALAU

VANUATU

FIJI

TONGA

TUVALU

SAMOA

AUSTRALIA

NEW ZEALAND

CAMBODIA AM PHILIPPINES HILIPPINE

THAILAND

MYANMAR

(BURMA)

CHINA

MONGOLIA

BRUNEI

N. KOREA

TAIWAN

JAPAN

S. KOREA

INDONESIA A SEA

LAOS

VIETNAM VI

KIRIBATI

MALAYSIA

JAPAN

NEW ZEALAND

SINGAPORE

Australia 

Brunei 

Burma 

Cambodia 

China 

Fiji 

Indonesia 

Japan 

Kiribati 

Korea, North

Korea, South

Laos 

Malaysia 

Marshall Islands 

Micronesia 

Mongolia 

Nauru 

New Zealand 

Palau 

Papua New Guinea 

Philippines 

Samoa

Singapore 

Solomon Islands

Taiwan 

Thailand 

Timor-Leste 

Tonga 

Tuvalu 

Vanuatu 

Vietnam 

*The Department of State uses both common and official country names. This map uses common names.

P a rtner s h ips i n Act i o n

Nigeria: Defeating Polio

Revitalizing the polio eradication program in Nigeria has been an effort since 2008, 

involving the highest levels of the Nigerian government, USAID, and other donors. 

USAID made efforts to actively engage traditional and religious leaders in northern 

Nigeria, educating them on the realities of polio and soliciting their help to dispel 

untruths about the immunization program. With better case detection and tracking, 

minimal polio virus transmission has been recorded, with only two confirmed cases in 

the first four months of 2010 compared to 388 in the same period of 2009. These are 

the lowest rates found in Nigeria since the inception of the program. To learn more go 

to http://nigeria.usaid.gov/newsroom/news-story/nigeria-pushes-polio-brink.

USAID

18 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Diplomacy and development regional highlights
Meeting Security Challenges: The United States cannot operate 

alone in Asia and the Pacific. With five regional allies, there is 

already a highly effective foundation for cooperation. The robust 

Comprehensive Partnership with Indonesia and the rapid expansion of U.S. diplomatic relations with Vietnam and Mongolia 

reflects progress in this effort. North Korea will remain a major 

challenge, and achieving denuclearization of the Korean Peninsula is a primary U.S. goal in the region. The United States also 

continues to work toward full and transparent implementation 

of all relevant UN Security Council Resolutions.

Enhance and Deepen Engagement in Southeast Asia and the 

Pacific Islands: Southeast Asia and the Pacific Islands have a 

collective significance that requires strong U.S. engagement. 

These nations have sought greater U.S. involvement in the 

region. The Secretary’s Lower Mekong Initiative is an effort 

to engage the countries of the Mekong sub-region to protect 

this fragile watershed and to strengthen cooperative efforts in 

areas such as health, environmental protection, and education. 

Because the Pacific Island countries will experience some of the 

first signs of climatic stress from climate change, environmental 

programs are a priority. These countries have also taken the 

lead on a host of other global issues, including responses 

to extremism, environmental degradation, and promotion 

of democracy. USAID regional presence in the Pacific will 

deepen U.S. engagement in the region through activities in 

environment, health, governance, and economic empowerment. 

Reaffirming U.S. Economic Leadership in Creating 

Economic Stability and Sustainable Growth: In the wake 

of the global financial crisis, the U.S. strategic priority is to 

reinvigorate U.S. economic leadership. Although there are 

pressures to forge Asian stand-alone approaches and create selfsustaining regional organizations, the Asia Pacific Economic 

Cooperation (APEC) Forum Leaders Meeting in November 

2011 and the structure of APEC as an institution provide the 

United States with an unmatched opportunity to demonstrate 

U.S. economic leadership in the region. 

Constructive and Cooperative Relationship with China: 

China’s continued, dynamic rise is reshaping relationships 

throughout the region and globally. The ability of the United 

States to develop a cooperative and comprehensive relationship 

with China will define the U.S. foreign policy agenda for the 

future. The Department and USAID are broadening public 

outreach, planning for rapidly expanding engagement, and 

working with partners to realize a vision of a region that is 

prosperous, stable, and democratic. 

Promoting Good Governance, Human Rights, and Democratic Institutions in Transitional Countries: The United 

States will continue to work with countries in the region to 

combat the scourge of trafficking in persons, promote the 

rights of women and children, and foster greater religious 

dialogue among the many communities of faith in the region. 

The recent establishment of such institutions as the Association of Southeast Asian Nations (ASEAN) Intergovernmental 

Commission on Human Rights is a positive sign of greater 

internalization of human rights in the region. 

Shape the Region’s Evolving Multilateral Institutions to 

address Economic and Non-Traditional Security Challenges:

With the growing prominence of the region and the increasing 

complexity of issues that it faces, there are numerous proposals 

to create new regional institutions. In 2010, the United States 

committed to participating in organizations such as the East 

Asia Summit and the newly formed ASEAN Defense Ministers 

Meeting Plus, and is considering other mechanisms for regional 

multilateral cooperation. Simultaneously, the U.S. Government 

will enhance its engagement with existing organizations such 

as ASEAN, the ASEAN Regional Forum, the Pacific Islands 

Forum, and the Asia Pacific Economic Cooperation. 

P a rtner s h ips i n Act i o n

China: Turning Desert Back into Grassland

Desertification of grasslands in Dzorge County is one of China’s major environmental 

crises, and the USAID-funded TSERING program responded to this urgent need through 

anti-desertification training and activities (fencing, planting trees, and fertilizing) in 

cooperation with the Ruo’ergai Forestry Bureau and the Sichuan Grassland Research 

Institute. Working closely with villagers, local communities and government, TSERING 

changed 4,856 acres of desert back into grassland in just a few months, providing a 

Kunchok Palzang Winrock TSERING Project successful example for communities to replicate.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 19

Diplomacy and development regional highlights
European and Eurasian Region

To address the greatest challenges facing European and Eurasian 

societies today, the Department of State and USAID engage 

with European and Eurasian partners spanning 50 countries 

and maintain critical relationships with the North Atlantic 

Treaty Organization (NATO), the European Union (EU), 

and the Organization for Security and Cooperation in Europe 

(OSCE). The European countries are significant partners for 

the U.S. Government in achieving the leadership, support, and 

cooperation necessary to attain major foreign policy priorities 

related to Iraq, Iran, Afghanistan, climate change, counterterrorism, and the global economy. Leveraging international 

support, particularly with key European partners, multiplies 

the effectiveness of U.S. initiatives worldwide and reduces 

costs to the U.S. taxpayer. 

European Engagement on Global Challenges: To advance its 

global agenda, the United States works closely with European 

partners, which are among the most prosperous, democratic, 

and militarily capable countries in the world. The more those 

partnerships succeed, the more the United States will succeed, 

working with Europe as a force multiplier. In Afghanistan, 

where NATO allies and European partners furnish the overwhelming majority of non-U.S. International Security Assistance Forces, the United States continues to work with Europe 

to transition lead security responsibility to the Afghan National 

Security Forces by the end of 2014. The U.S. Government’s 

collaboration with the OSCE is also critical in the region, with 

a focus on projects assisting Afghanistan and Central Asia in 

the areas of democracy, human rights, border management, 

and counternarcotics.

Balkans Fully Integrated into Euro-Atlantic Institutions 

and Peace and Stability in Europe’s East: The United States 

will continue to focus on Balkan integration, with NATO 

and EU membership prospects remaining credible drivers 

of democratic and economic reforms. At the same time, the 

United States will also encourage acceptance of Kosovo as a 

full and equal partner and real candidate for Euro-Atlantic 

integration. The United States will continue to promote peace, 

stability, democracy, and prosperity in the countries of the 

Caucasus and Europe’s East—Armenia, Azerbaijan, Georgia, 

Ukraine, Moldova, and Belarus. In Georgia, conflicts with 

Russia over disputed territory are ongoing. The United States 

is working with the OSCE toward a resolution of the NagornoKarabakh territorial dispute between Armenia and Azerbaijan. 

S O UTHERN O C 

SOUTHERN OCEAN

WEDDELL SEA W

BELLINGSHAUSEN

SEA

AMUNDSEN SEA 

S OUT H

A TLANTI C

O C EAN

NORT H

A TLANTI C

O C E A N

G R E E N L A N D S E A

BERING SEA

N ORT H

P A C IFI C

O C E A N

SOU T H

P ACIFI C

O C E A N

CARIBBEAN SEA

KARA SEA

BARENT S

S E A

N O RWE G IAN

S E A

NORTH

SEA

I NDIAN

O C EAN

ARABIAN SEA

R E D S E A

CHUKCHI

SEA

BEAUFORT

SEA

 LABRADOR

SEA

CASPIAN SEA

MEDITERRANEAN SEA

BALTIC SEA

C

Gulf of Aden

North

Cape

Gulf of Bothnia

Persian Gulf

Bay of Bengal

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

Gulf

of

Alaska

Bering Strait

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

Nares Strait

D a v i s S t r a i t

Strait of

Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of

Biscay

Strait of Gibraltar

AUSTRIA

NETHERLANDS

FRANCE

GERMANY

DENMARK

ITALY

MALTA GREECE

SPAIN

VATICAN CITY

(HOLY SEE)

LIECHTENSTEIN

BELGIUM

LUXEMBOURG

SWITZERLAND

TURKEY

CYPRUS

GEORGIA

FINLAND

ICELAND

UNITED

KINGDOM

IRELAND

PORTUGAL

HUNGARY MOLDOVA

CZECH REP. SLOVAKIA

POLAND

SLOVENIA ROMANIA

ALBANIA MACEDONIA

BOSNIA

& H.

BULGARIA

ESTONIA

LATVIA

LITHUANIA

BELARUS

UKRAINE

SERBIA

RUSSIAN 

FEDERATION

ARMENIA

AZERBAIJAN

CROATIA

NORWAY

SWEDEN

MONTENEGRO KOSOVO

GREENLAND

Albania

Andorra 

Armenia 

Austria 

Azerbaijan 

Belarus 

Belgium 

Bosnia and 

Herzegovina 

Bulgaria 

Croatia 

Cyprus 

Czech Republic

Denmark 

Estonia 

Finland

France 

Georgia

Germany 

Greece

Greenland 

Holy See 

Hungary 

Iceland

Ireland

Italy

Kosovo 

Latvia 

Liechtenstein 

Lithuania 

Luxembourg 

Macedonia 

Malta

Moldova 

Monaco 

Montenegro 

Netherlands

Norway

Poland 

Portugal 

Romania 

Russia 

San Marino 

Serbia 

Slovakia 

Slovenia 

Spain 

Sweden 

Switzerland 

Turkey 

Ukraine 

United Kingdom

*The Department of State uses both common and official country names. This map uses common names.

Additionally, the U.S. Government continues to promote 

reconciliation between Turkey and Armenia.

A Strengthened Strategic Partnership with Turkey and 

Renewed Relationship with Russia: Turkey is a key partner to 

United States efforts in Afghanistan, Pakistan, and Iraq; achieving a lasting peace in the Middle East; and securing European 

energy independence. Relations with Russia have benefitted 

from a reengagement across a range of issues, with over 120 

high-level visits between Washington and Moscow in FY 2010. 

The New Strategic Arms Reduction Treaty (START) between 

the two countries will bring serious and verifiable cuts to nuclear 

arsenals. Substantive cooperation with Russia regarding Afghanistan has been established, as well as on the United States most 

significant nonproliferation challenges—Iran and North Korea.

Public Support for the United States and U.S. Policies: 

Public diplomacy is critical to successful foreign policy in 

Europe and Eurasia, where public opinion is a key factor in 

government decision making. With accurate information and 

a better understanding about the United States, the European 

and Eurasian public will be more accepting and open to collaborating on an array of common global challenges. As the first 

generation without worldviews shaped by the Cold War and 

its aftermath matures, U.S. public diplomacy operations must 

20 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Diplomacy and development regional highlights
be configured to engage emerging leaders as well. Utilizing the 

new terrain of social media and other emerging online environments, the Department and USAID will engage European 

Near East Region

The Near East presents the United States with some of its most 

pressing security and political issues. With its renewed commitment to the region to increase prosperity, promote freedom, and 

counter extremist ideology, the U.S. Government is pursuing 

a comprehensive and lasting peace for the Middle East. These 

efforts include shepherding the transition to a sovereign, stable, 

and self-reliant Iraq; countering the malign influence of Iran 

and its nuclear ambitions; seeking regional stability through 

close cooperation with U.S. allies; and promoting political, 

social, and economic progress throughout the region. 

Arab-Israeli Peace: The U.S. Government is engaged in 

significant diplomatic efforts to bring about a comprehensive 

peace in the Middle East. The United States continues to 

encourage negotiations with the aim of a two-state solution 

between Israelis and Palestinians, and broader peace between 

Israel and its Arab neighbors. The United States will play an 

active and sustained role in facilitating continued discussions, 

as only through good-faith negotiations can the parties 

mutually agree upon an outcome that ends the conflict. 

The U.S. Government will continue to work with partners 

in the international community to achieve this objective. 

Iraq: The U.S. Government is on track in its efforts to help 

develop a democratic Iraq that is sovereign, stable, and selfreliant. In 2010, the U.S. Government fulfilled its commitment to ending the combat mission in Iraq, supporting free 

and fair elections, and assisting the Iraqi political leadership 

to form a new government that represents the will of the Iraqi 

people. The agreement by Iraq’s leaders to form a national 

partnership government was a milestone in the emergence 

of the new Iraq. The U.S. Government continues to work 

closely with the government and the people of Iraq to implement activities designed to build the capacity of the national, 

local, and provincial governments to represent and respond 

to the needs of the Iraqi people. This includes delivering 

essential services, fostering economic and agricultural growth, 

and providing humanitarian assistance to internally displaced 

persons, ethnic and religious minorities, and other vulnerable 

populations. The U.S. Government is committed to maintaining a long-term and sustainable partnership with Iraq as it 

transitions to a civilian-led presence and assisting Iraq to build 

its institutions and reintegrate the country in the region and 

the global economy. 

Iran: The Iranian Government’s nuclear program, its destabilizing activities in the region including support for terrorism, and its 

repression of its own citizens undermine U.S. Government efforts 

to foster peace and security in the Middle East. The international 

community is united in calling on Iran to live up to its obligations and pursue meaningful engagement to resolve the concerns 

of the international community, as was evidenced in the adoption 

of UN Security Council Resolution 1929 and accompanying 

sanctions enacted by a number of influential international actors. 

The United States will continue to press for Iranian engagement 

through the National Security Council.

Regional Security: Throughout the region, the United 

States seeks to strengthen the security of allies and combat 

extremism while promoting tolerance and inclusive politics. 

U.S. diplomatic, economic, and security engagements are 

critical to helping governments combat extremist groups and 

defend against external threats. Despite being one of the 

world’s poorest countries, Yemen is an essential partner in 

U.S. contingency operations against al-Qaida in the Arabian 

Peninsula. The U.S. Government’s efforts in Yemen follow a 

S O UTHERN 

HERN OCEAN

WEDDELL SEA W

BELLINGSHAUSEN

SEA

AMUNDSEN SEA 

S OUT H

A TLANTI C

O C EAN

NORT H

A TLANTI C

O C E A N

A

C

OU T H

CIFI C

C E A N

CARIBBEAN SEA

S E A

N O RWE G IAN

S E A

NORTH

SEA

BLACK SEA

I NDIA

O C EA

ARABIAN SEA

R E D S E A

 LABRADOR

SEA

CASPIAN SEA

MEDITERRANEAN SEA

BALTIC SEA

Gulf of Aden

North

Cape

Gulf of Bothnia

Persian Gulf

Bay of Be

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

D a v i s S t r a i t

Strait of Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of Biscay

Strait of Gibraltar

ISRAEL

ALGERIA

LIBYA EGYPT

TUNISIA

MOROCCO IRAN

SAUDI ARABIA

IRAQ

SYRIA

JORDAN KUWAIT

LEBANON

QATAR

BAHRAIN

OMAN

YEMEN

U.A.E

Algeria

Bahrain 

Egypt 

Iran

Iraq

Israel 

Jordan

Kuwait 

Lebanon 

Libya 

Morocco 

Oman 

Palestinian Territories

Qatar 

Saudi Arabia

Syria 

Tunisia 

United Arab Emirates 

Yemen

*The Department of State uses both common and official country names. This map uses common names.

audiences on issues of key importance to their countries and to 

U.S. foreign policy. 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 21

Diplomacy and development regional highlights
two-pronged approach, combining assistance in the fields of 

security and counterterrorism with development assistance 

and support for political reform and reconciliation.

Promoting Political, Social, and Economic Progress 

Throughout the Region: The United States supports goals 

of political freedom, citizen engagement, and broad-based 

prosperity in the Near East by advocating for democracy and 

human rights, and providing targeted programs to support 

diplomatic efforts. The United States is actively pursuing 

progress and reform through diplomacy, development, 

capacity building, and public outreach in an effort to meet the 

President’s call for new partnerships in the areas of business, 

economics, science and technology, education, health, and job 

growth. Significant focus is on the region’s burgeoning youth 

population. The United States pays particular attention to 

indigenous advocates of reform who are working to defend 

human rights, strengthen civil society, broaden political and 

economic participation, and open doors to women and youth. 

International Compliance: The United States will continue 

work to encourage governments to comply with internationally accepted standards of behavior, including those pertaining 

to human rights and worker rights. The United States remains 

committed to the goal of a Middle East free of weapons of 

mass destruction, and supports universal adherence to the 

Treaty on the Nonproliferation of Nuclear Weapons and 

other international nonproliferation agreements. 

South and Central Asia Region

The South and Central Asia region encompasses not only 

one of the United States’ highest foreign policy and national 

security objectives—securing and stabilizing Afghanistan 

and Pakistan—but also bright possibilities for impacting 

complex global challenges such as climate change, hunger, 

and the spread of deadly diseases. The United States seeks 

to strengthen stabilization efforts in South and Central Asia 

by investing in a lasting partnership with India, maintaining 

positive cooperation in Central Asia, promoting reconciliation 

in post-conflict countries like Sri Lanka and Nepal, and 

fortifying democratic institutions throughout the region while 

addressing the root causes of violent extremism and instability. 

In Bangladesh, a key ally of the United States and one of the 

most densely populated and poorest countries in the world, a 

number of strategic international development initiatives are 

converging—including those designed to achieve food security, 

improved health, and adaptation to global climate change. 

Securing and Stabilizing Afghanistan and Pakistan: Regionwide stability supports U.S. efforts in Afghanistan and Pakistan 

by strengthening the capacity of the people and governments 

to take the lead for their countries’ future, to deny al-Qaeda a 

safe-haven, and to prevent the ability of the Taliban to overthrow 

their leadership. The U.S. Government has helped to create a 

healthier, more informed, and more economically stable citizenry 

in Afghanistan and Pakistan by focusing on high-visibility, 

high-impact projects in infrastructure, agriculture, energy, and 

health that benefit large segments of people in both countries. 

U.S. bilateral relationships with the neighboring Central Asian 

countries are usually far from the headlines, but challenges 

LINCOLN SEA

S O UTHERN O C EAN

N OCEAN

WEDDELL SEA W

BELLINGSHAUSEN

SEA

AMUNDSEN SEA 

S OUT H

A TLANTI C

O C EAN

NORT H

A TLANTI C

O C E A N

G R E E N L A N D S E A

U T H

IFI C

E A N

CARIBBEAN SEA

KARA SEA

LAPTEV SEA

SEA OF

OKHOTS

BARENT S

S E A

N O RWE G IAN

S E A

NORTH

SEA

BLACK SEA

I NDIAN

O C EAN

ARABIAN SEA

R E D S E A

SOUTH

CHINA

SEA

EAST

CHINA

SEA

YELLOW

SEA

SEA OF

JAPAN

JAVA SEA

PHILIPPINE

SEA

A R C T I C O C E A 

OCEAN

 LABRADOR

SEA

CASPIAN SEA

MEDITERRANEAN SEA

BALTIC SEA

Cape Leeuwin

G r e a t B a r r 

Gulf of Aden

North

Cape

Gulf of

Yana

Gulf of Bothnia

Persian Gulf

Bay of Bengal

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

Great Australian

Bight

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

Nares Strait

D a v i s S t r a i t

Strait of Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of

Biscay

Strait of Gibraltar

AFGHANISTAN

PAKISTAN

KYRGYZSTAN

KAZAKHSTAN

SRI LANKA S

BHUTAN

BANGLADESH NGLADESH

NEPAL

INDIA

TAJIKISTAN

UZBEKISTAN

TURKMENISTAN

MALDIVES

RUSSIAN FED.

RUSSIAN FED.

Afghanistan 

Bangladesh 

Bhutan 

India 

Kazakhstan

Kyrgyzstan 

Maldives 

Nepal 

Pakistan 

Sri Lanka 

Tajikistan 

Turkmenistan 

Uzbekistan 

*The Department of State uses both common and official country names. This map uses common names.

in this region are critical on a number of levels. The nations 

of Central Asia provide important trade and supply routes, 

and the Kyrgyz Republic provides an installation to facilitate 

troop transport and support refueling missions for Coalition 

forces in Afghanistan. Central Asian countries also provide 

sources of energy to meet growing electricity demands in the 

region. Cultivating broad and long-lasting relationships with 

the countries of Central Asia is helping to cement a common 

understanding and gain long-term support for U.S. efforts.

Investing in Our Strategic Partnership with India: While 

India emerges as a regional powerhouse, the United States will 

encourage its continuing role as a global partner—particularly 

in areas such as climate change, food security, global health, and 

nonproliferation—by providing resources to buttress the Indian 

22 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Diplomacy and development regional highlights
a successful reconciliation and healing process will help 

ensure an end to terrorism and open the way for prosperity, 

opportunity, and hope for populations that have known 

violence and uncertainty for decades. In the Kyrgyz Republic, 

while the recent change of government creates an opportunity 

to help establish a functioning democracy in Central Asia, 

the ensuing ethnic violence demonstrates the possibility of 

continuing instability. U.S. assistance will seek to strengthen 

the country’s stability by providing significant momentum 

to efforts to remake law enforcement, bolstering community 

development, and building the institutions needed for a 

democratic transition. 

Government’s initiatives to counter external threats, provide 

more economic opportunities for its population, and invest in 

innovative solutions to shared challenges. Through the United 

States-India Strategic Dialogue, the U.S. Government will 

build law enforcement ties with tailored trainings and increased 

exchange opportunities, increase two-way trade and investment 

opportunities, support broader people-to-people exchanges, 

and encourage closer collaboration on clean energy and climate 

change solutions. 

Resourcing Post-Conflict Stabilization Activities: The 

United States will continue to support post-conflict peace 

processes in Nepal and Sri Lanka. In both countries, 

Western Hemisphere Region

In FY 2010, U. S. support in the Western Hemisphere 

enhanced core U.S. interests and well-being through 

investments in increased security and prosperity for American 

citizens, as well as for U.S. international partners. The United 

States remains an indispensible ally in promoting stable, 

prosperous, and democratic societies through providing 

assistance to the most vulnerable, and by pursuing dynamic 

partnerships with Latin American neighbors.

Opportunity in the Americas – Economic Prosperity and 

Social Inclusion: During her policy address on the Americas 

in June 2010, Secretary of State Hillary Clinton spoke about 

Opportunity in the Americas. The United States envisions a 

more prosperous hemisphere with greater trade opportunities 

for all, and increased U.S. exports to the region. The United 

States also seeks a hemisphere that is more competitive 

and equitable, and provides greater social mobility for its 

citizens. The U.S. Government continues to support common 

prosperity through such initiatives as Pathways to Prosperity, 

and remains committed to helping close the opportunity gap 

that exists for farmers, small business owners, women, and 

historically marginalized populations so that they may have 

the chance to contribute to and share in broader economic 

progress. In support of this goal, the United States is focusing 

on improving food security and building the capacity of U.S. 

trading partners to benefit from free trade agreements with 

the United States. The United States is also working in the 

Western Hemisphere to fight social inequality and poverty 

through the Inter-American Social Protection Network, 

demonstrating the commitment of governments and citizens 

throughout the region to achieve social justice in creative and 

innovative ways. The United States continues to support trade 

and investment opportunities in the region in order to bolster 

the strong economic growth necessary to achieve and sustain 

economic prosperity.

Social Equity Among All Peoples of the Americas: The U.S. 

Government has supported countries in the region in building 

sustainable systems to prevent disease, advance maternal and 

child health, improve nutrition, and deliver health services to 

the disadvantaged, which has directly contributed to reduced 

poverty rates. The United States has also strengthened earlygrade reading and provided higher education opportunities to 

marginalized students, allowing citizens to share more equally 

LINCOLN SEA

CORAL

SEA

TASM

SE

S O U T H E R N O C E A N

SOUTHERN OCEAN

WEDDELL SEA

BELLINGSHAUSEN

SEA

AMUNDSEN SEA 

SOUTH

ATLANTIC

OCEAN

NORTH

ATLANTIC

OCEAN

G R E E N L A N D S E A

BERING SEA

N O R T H

P A C I F I C

O C E A N

S O U T H

P A C I F I C

O C E A N

KARA SEA

LAPTEV SEA

SEA OF

OKHOTSK

BARENTS

SEA

NORWEGIAN

SEA

NORTH

SEA

BLACK SEA

I N D I A N

O C E A N

ARABIAN SEA

R E D S E A

SOUTH

CHINA

SEA

EAST

CHINA

SEA

YELLOW

SEA

SEA OF

JAPAN

JAVA SEA

PHILIPPINE

SEA

A R C T I C O C E A 

ARCTIC OCEAN

CHUKCHI

SEA

BEAUFORT

SEA

 LABRADOR

SEA

CASPIAN SEA 

MEDITERRANEAN SEA

BALTIC SEA

Cape Leeuwin

G r e a t B a r r i e r R e e f

Gulf of Aden

North

Cape

Gulf of

Yana

Gulf of Bothnia

Persian Gulf

Bay of Bengal

Cape of Good Hope

G ulf o f

G uine a

D e n m a r k S t r a i t

Gulf of Mexico

Gulf

of

Alaska

Great Australian

Bight

Bering Strait

 Foxe

Basin

Hudson

Bay

P a r r y C h a n n e l

Nares Strait

D a v i s S t r a i t

Strait of

Magellan

C a p e H o r n

B a f  n

B a y

Mozambique Channel

Bay of

Biscay

Strait of Gibraltar

HAITI

THE BAHAMAS

CUBA DOMINICAN

REP.

MEXICO

BELIZE

PANAMA

COSTA RICA

EL SALVADOR

GUATEMALA

NICARAGUA

HONDURAS

JAMAICA

CANADA

VENEZUELA

COLOMBIA

BOLIVIA

BRAZIL

ARGENTINA

URUGUAY

SURINAME

PARAGUAY

ECUADOR PERU

GUYANA

CHILE

ARUBA

CAYMAN

ISLANDS

Antigua and Barbuda 

Argentina 

Aruba 

Bahamas, The 

Barbados 

Belize 

Bolivia 

Brazil 

Canada

Cayman Islands 

Chile 

Colombia

Costa Rica

Cuba 

Dominica 

Dominican Republic 

Ecuador 

El Salvador 

Grenada

Guatemala

Guyana 

Haiti 

Honduras 

Jamaica 

Mexico

Netherlands Antilles 

Nicaragua 

Panama

Paraguay

Peru

 St. Kitts and Nevis 

St. Lucia 

St. Vincent and the 

Grenadines 

Suriname 

Trinidad and Tobago 

Uruguay 

Venezuela 

*The Department of State uses both common and official country names. This map uses common names.

S O U T H E R N O C E A N

BELLINGSHAUSEN

S

N O R T H

A T L A N T 

O C E A N

BERING SEA

N O R T H

P A C I F I C

O C E A N

S O U T H

P A C I F I C

O C E A N

 LABRADOR

SEA

Gulf of Mexico

Gulf

of

Alaska

Bering Strait

 Foxe

Basin

Hudson

Bay

D a v i s S t r a i t

Strait of

Magellan

C a p e H o r n

B a y

HAITI

THE BAHAMAS

CUBA

DOMINICAN

REP. ANTIGUA AND BARBUDA

DOMINICA

ST LUCIA BARBADOS

GRENADA ST VINCENT AND THE GRENADINES

TRINIDAD AND TOBAGO

ST KITTS AND NEVIS

MEXICO

BELIZE

PANAMA

COSTA RICA

EL SALVADOR

GUATEMALA

NICARAGUA

HONDURAS

JAMAICA

C A N A D A

VENEZUELA

COLOMBIA

BOLIVIA

BRAZIL

ARGENTINA

URUGUAY

PARAGU

ECUADOR PERU

CHILE

ARUBA

BERMUDA

NETHERLANDS

ANTILLES

CAYMAN

ISLANDS

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 23

Diplomacy and development regional highlights
Clean Energy and Global Climate Change: The United 

States has compelling political, economic, and environmental 

stakes in regional and global advances toward a secure future 

based on clean energy and improved environmental management, including adaptation to climate change impacts. 

Toward that end, President Obama invited all countries of 

the hemisphere to join the Energy and Climate Partnership 

of the Americas, which is undertaking initiatives that focus 

on renewable energy, energy efficiency, energy poverty, infrastructure, cleaner use of fossil fuels, sustainable forests, and 

climate change adaptation. Many Latin American countries 

are making enormous contributions to the development of 

new forms of clean energy and improved management and 

conservation of natural resources, especially forest ecosystems. 

Secretary Clinton has also launched a Climate Change Policy 

Dialogue with Brazil to reduce greenhouse gas emissions, 

promote greater scientific cooperation, and advance clean 

energy technologies.

Assistance Coordination and Effectiveness: The U.S. 

Government sees important opportunities to more effectively 

coordinate assistance and leverage resources in the hemisphere. 

The Department is engaging with donor partners such as 

Canada, Spain, and the EU, as well as aid recipients to 

improve information sharing in the region. Inter-American 

players such as the Central American Integration System and 

the Caribbean Community, as well as other actors such as the 

Organization of American States, the World Bank, and the 

Inter-American Development Bank are also key partners.

in economic growth benefits through increased productivity 

and job prospects.

Citizen Safety: Crime and violence are a major challenge 

to Latin America’s development and represent a threat to 

U.S. borders and citizens. Keeping both U.S. citizens and 

citizens throughout the hemisphere safe requires going beyond 

preventing drug production, trafficking, or consumption. 

The safety of people throughout the hemisphere depends 

on effective and accountable institutions of governance 

and strengthened rule of law. In recognition of this, U.S. 

Government partner initiatives—including the Merida 

Initiative in Mexico, the Central America Regional Security 

Initiative, and the Caribbean Basin Security Initiative—are 

whole-of-government, integrated, multi-dimensional 

approaches that include a sharp focus on crime prevention, 

justice system reforms, anticorruption efforts, law enforcement 

effectiveness, and programs targeting at-risk youth.

Democratic Governance: The United States recognizes 

that the goals of facilitating regional prosperity, citizen 

safety, and a clean energy future will require building 

stronger and more participatory and effective institutions 

of real democratic governance. In partnership with hostgovernment counterparts, the United States supports 

leading roles for both multilateral organizations, such as 

the Organization of American States’ role in strengthening 

implementation of the Inter-American Democratic Charter, 

and local nongovernmental organizations in ensuring that 

all citizens receive the benefits of democratic societies.

P a rtner s h ips i n Act i o n

Mexico: Rule of Law

Secretary Clinton and Mexican Foreign Affairs Secretary Espinosa 

presiding over the Second Merida initiative High Level Working Group 

Meeting. Under Pillar II of Merida (institutionalize the Capacity to 

Sustain the Rule of Law), USAID Mexico worked at the federal and 

state levels through its Justice and Security Program to train over 

14,288 justice sector personnel on the new oral, adversarial system. 

With this support, USAID helped seven Mexican states pass the 

required penal and criminal reforms. 

Department of State

24 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Diplomacy and development regional highlights
The January 12, 2010 earthquake in Haiti killed an estimated 

230,000 people and affected approximately three million others. 

In FY 2010, the State Department and USAID provided about $700 

million in humanitarian funding out of the U.S. Government’s $1.2 

billion in Haiti earthquake aid. Additionally, the State Department 

worked with major creditors through the Highly Indebted Poor Countries Initiative to secure 100 percent debt cancellation for Haiti. As of 

January 6, 2011, USAID’s Office of U.S. Foreign Disaster Assistance 

had built 13,662 transitional shelters, which should house nearly 

70,000 individuals. Shelter, however, is just one component of U.S. 

efforts to restore normalcy to earthquake survivors. The U.S. Government has also facilitated rubble removal and rebuilding of schools, 

provided treatment to combat malnutrition, set up clinics in camps 

and low-income areas, and cash-for-work programs.

In addition to these efforts, the U.S. Government is working to 

combat the recent outbreak of cholera. Within the first three months 

of the outbreak, the disease had infected more than 194,000 

Haitians and claimed the lives of nearly 3,900 of the infected 

individuals. While the Haitian Government is leading the charge 

against cholera, the U.S. Government is coordinating with the 

international community to deliver life-saving supplies, train Haitian 

medical staff, and monitor the outbreak. Through USAID, the U.S. 

Government has supplied 30 metric tons of chlorine to provide the 

equivalent of nationwide treatment of Haiti’s water utilities for three 

months; 5.3 million sachets of oral rehydration salts to treat 530,000 

cholera patients; and is training almost 10,000 community health 

workers and hygiene promoters across the country.

While working to provide short-term recovery, the U.S. Government 

is also designing investments in agriculture and infrastructure projects 

that will reduce food insecurity and boost Haiti’s prospects for longterm economic growth. USAID will implement U.S. Government 

programs, designed in consultation with the Government of Haiti, 

to support long-term agricultural sector growth by increasing 

agricultural productivity, stabilizing watersheds, and strengthening 

agricultural markets. Through the Department of State, the U.S. 

Government has collaborated with the Government of Haiti, the 

Interim Haiti Recovery Commission, the Inter-American Development 

Bank, and a globally competitive textile firm to create a new 623-

acre industrial park in the northern region of Haiti that will directly 

employ 20,000 Haitians in its first phase. The Department of State 

and USAID are partnering with Haiti to transition from humanitarian 

to long-term development work.

U.S. Assistance in Haiti

Women’s issues are central to U.S. foreign policy. Secretary 

Clinton, a long-time champion of women’s rights, has inspired 

women worldwide with her declaration that “human rights are 

women’s rights, and women’s rights are human rights.” Her efforts 

have renewed the U.S. commitment to women as keys to progress 

and prosperity around the world. 

U.S. international programs to combat violence against women have 

long been integrated into many of its aid programs:

■ Global Health: The President’s Emergency Plan for AIDS 

Relief dedicates specific funds to combat gender-based violence. 

USAID Missions in Ethiopia, Egypt, Kenya, Mali, and Guinea 

support programs to prevent female genital mutilation and cutting.

■ Humanitarian Assistance and Refugees: U.S. humanitarian 

and refugee assistance incorporates programs to prevent 

violence against women. The Department of State’s refugee 

programs in Pakistan, along with USAID’s global programs 

through the Office of U.S. Foreign Disaster Assistance and the 

Displaced Children and Orphans Fund, contain elements aimed 

at protecting women and children. 

■ Foreign Military Training: The Department of State cooperates 

with the Department of Defense to incorporate combating 

violence against women into training programs aimed at 

international military students and foreign militaries. 

■ Trafficking in Women and Girls: The Department of State and 

USAID, in collaboration with other U.S. Government agencies, 

support nearly 140 global and regional antitrafficking programs 

in 70 countries.

■ Legal and Political Rights: The Department of State funds 

initiatives in sub-Saharan Africa to empower women and youth. 

USAID supports programs to strengthen economic legal rights 

for women in Albania, Guatemala, Benin, South Africa, and 

Rwanda. 

The United States builds public-private partnerships with 

businesses, foundations, other governments, and nongovernmental 

organizations, and leverages external resources to empower 

women. For further information about women’s and girls’ issues, 

visit the Department of State’s Office of Global Women’s Issues 

website at http://www.state.gov/s/gwi/index.htm and USAID’s 

Office of Women in Development website at http://www.usaid.

gov/our_work/cross-cutting_programs/wid.

Women’s and Girls’ Issues “Women are still the majority of the world’s 

poor, unhealthy, underfed, and uneducated. 

They rarely cause violent conflicts but too often 

bear their consequences. Women are absent from 

negotiations about peace and security to end those 

conflicts. Their voices simply are not being heard

”

— Secretary of State Hillary Clinton 

on International Women’s Day, March 8, 2010

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 25

Diplomacy and development regional highlights
Performance Management

performance indicators that track the Department’s progress in 

reaching its annual targets. Many Department bureaus, such 

as the Department’s Bureau of Overseas Building Operations, 

conduct quarterly performance reviews to track their success in 

meeting the targets established for each indicator and address 

any shortfalls that might necessitate a change in direction. 

The Department’s Annual Planning Cycle is set in the 

foundation of a Mission Strategic and Resource Plan and a 

Bureau Strategic and Resource Plan that engage diplomatic 

Missions and Washington-based bureaus in outcomeoriented planning activities that drive policies and establish 

programmatic direction by country, region, strategic goal, and 

strategic priority. A data quality assurance process has been 

instituted throughout the Department of State to ensure the 

integrity and reliability of the data reported for all performance 

indicators. Every two years, bureaus are required to complete 

a questionnaire that assesses the quality of each of their 

indicators. These Data Quality Assessments are also required 

for all new indicators. Through use of an internal Data 

Quality Assessment tool, the bureaus determine the overall 

quality of the indicators and submit a formal Data Quality 

Statement affirming the overall accuracy and reliability of 

the performance information provided. 

Total Number of Indicators – 135

Above target – 50

(37%)

On target – 17

(13%)

Improved, but

target not met – 7

(5%)

Below target – 27

(20%)

Summary of Performance Ratings for Fiscal Year 20101

Rating not

available – 34

(25%)

Source: FY 2010 Annual Performance Reports and FY 2012 Annual 

Performance Plans for both agencies. Performance ratings calculated from 

performance data provided at the time of publication.

Ratings are not available for indicators that are new or for which result 

data are not yet available.

1. Percentages rounded to the nearest whole number.

T

he Department of State and USAID work together—

along with other U.S. Government partners—to plan and 

execute programs that meet global challenges of the 21st 

century. Performance management practices at the Department 

and USAID enable programs to achieve U.S. foreign policy 

outcomes and promote greater accountability to the American 

people. A multiphase process includes setting strategic goals 

and priorities, creating programs to achieve goals, monitoring 

program activities, measuring progress, using performance data 

to inform resource allocations, and communicating program 

results to stakeholders. 

To communicate the progress achieved towards U.S. foreign 

policy goals in FY 2010, 135 representative performance 

indicators were published in the Department of State and 

USAID’s Annual Performance Reports. FY 2010 results for 

each indicator were reviewed against previously determined 

performance targets to determine performance ratings, which 

are summarized in the chart at right. The following section 

highlights 26 of these illustrative indicators organized by 

Strategic Goal, accompanied by an explanation of each goal 

and analyses of the results achieved in FY 2010. The FY 2010 

Annual Performance Reports for both agencies are available at 

http://www.state.gov/s/d/rm/c6113.htm and http://www.usaid.gov/

performance/agency-performance/.

Department of State

The Department of State uses performance management 

to measure organizational effectiveness, strengthen and 

inform decision-making, and improve programs and 

policies so that they are linked to specific performance 

targets and broader strategic goals. Managers at all levels 

use performance management best practices to assess and 

mitigate risks, benchmark program results, comply with 

legislative requirements, and adjust strategies in response to 

performance successes and shortcomings. A critical element 

of the performance management approach is the use of 

26 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Performance Highlights

Performance Highlights
USAID

At USAID, the tools of assessing, learning, and information 

sharing are interrelated through the concept of performance 

management, which represents the agency’s commitment to 

increase its accountability for delivering effective development 

outcomes. Performance management is directly related to and 

informs strategic planning, budget formulation, program design 

and program implementation. USAID Missions and offices 

are responsible for establishing performance management plans 

and targets to measure progress toward the intended objectives 

of their programs. They are also responsible for collecting 

data and reporting progress on key indicators in their annual 

performance reports. 

Establishing ambitious, optimistic, and achievable performance 

targets is critical to ensuring effective performance management. USAID follows a multistep process to determine 

targets: examining the baseline value before U.S. Government 

intervention; evaluating historical trends and level of progress; 

reviewing expert judgments from technical authorities, research 

findings, and empirical evidence; studying accomplishments of 

other programs with similar characteristics; identifying customer 

expectations; and projecting progress to be accomplished over a 

five-year period with anticipated funds.

Data are only useful for performance management if the 

information collected is of high quality. As indicated in 

USAID’s Automated Directive System Chapter 203.3.5, 

(http://www.usaid.gov/policy/ads/200/203.pdf), all USAID 

Missions and offices are required to conduct data quality 

assessments for all performance data reported to Washington. 

USAID has three data source categories: primary data (collected 

by USAID or where collection is funded by USAID), partner 

data (compiled by USAID implementing partners but collected 

from other sources), and data from third-party sources (from 

other Government agencies or development organizations). 

Primary data undergo rigorous USAID assessments to ensure 

that it meets quality requirements. Third-party data do not 

go through the same USAID quality assessments, but sources 

are carefully chosen based on the organization’s experience, 

expertise, credibility, and use of similar assessments.

Program Evaluation

T

he Department of State and USAID are strengthening 

monitoring and evaluation capacity, and in the process 

are setting new standards for a results-driven program 

management framework. Both agencies have developed 

new evaluation policies and procedures to measure program 

performance and directly link program performance to broader 

strategies, plans, and resources. An important goal of the new 

evaluation policies is coming to evidence-based conclusions 

about the relative efficacy and cost-effectiveness of U.S. 

diplomatic efforts and development interventions.

Department of State

The Department of State recognizes that comprehensive 

program evaluation and performance management are essential 

to securing foreign policy objectives efficiently and effectively. 

Nuclear proliferation, climate change, global pandemics, and 

terrorism are some of the perennial, complex issues addressed 

by the Department. Program evaluations help the Department 

determine the effectiveness and impact of efforts to influence 

or mitigate these challenges and lead to more informed 

strategic and budgetary decisions. 

In the fall of 2010, the Department implemented a new 

Program Evaluation Policy that supports the White House’s 

initiative to increase transparency and improve government 

performance and accountability. The policy lays the foundation 

for a coordinated and robust evaluation function and provides 

the framework for ongoing and systematic analysis of programs 

and projects. This policy builds the Department’s capacity to 

assess program impact, collect and share information about 

effective practices in its programs, and provide solid evidence 

for policy and planning decisions. To support an increased 

emphasis on monitoring and evaluation and the implementation of its new evaluation policy, the Department provided 

training and a new online rapid data collection methods course 

PERFORMANCE

MANAGEMENT

Communicate

Results

Collect Data 

and Analyze 

Results

Plan and

Set Goals

Use Data 

for

DecisionMaking

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 27

Performance Highlights
to assist in the design and execution of high-quality evaluations. 

The course was made available to Department personnel worldwide and to other agencies. 

The Department highlighted its commitment to assessing 

diplomacy and development in its June 2010 conference on 

“New Paradigms for Evaluating Diplomacy in the 21st Century.” 

Over the course of two days, officials from the Department, 

USAID, and other Federal agencies, as well as representatives 

from academia, foreign ministries, and nongovernmental 

organizations engaged in lively discussions on effective practices, 

methods, and approaches for examining and assessing foreign 

affairs activities in response to the challenges facing the United 

States and the world in the 21st century. The conference 

workshops and panel discussions focused on a broad range 

of topics including evaluating interagency efforts to combat 

transnational crime, global hunger, and cultural diplomacy. 

USAID

USAID has 50 years of experience in the practice and 

leadership of evaluation. As part of the USAID FORWARD

agenda announced in FY 2010, the Agency is committed to 

strengthening monitoring and evaluation further and to linking 

those efforts to program design, budgeting, and strategy work. 

USAID’s commitment to program evaluation is demonstrated 

through its actions. Approximately 183 evaluations were 

initially planned for FY 2010, but this number was greatly 

expanded as Missions and bureaus finalized their planning. 

By the end of FY 2010, over 700 evaluations, studies, and 

assessments had been conducted.

In addition to continued support for evaluation actions put 

into place in FY 2009, including an active USAID Evaluation 

Interest Group and work with the Organization for Economic 

Cooperation and Development/Development Assistance 

Committee Evaluation Network, USAID has made significant 

organizational changes that will strengthen how it manages 

and applies evaluation findings. 

In June 2010, USAID established a Bureau of Policy, Planning, 

and Learning (PPL), which includes a new Office of Learning, 

Evaluation, and Research (LER). LER will play a key role 

in improving evaluation at the Agency, and will support the 

revitalization of USAID as a premier learning organization 

that is innovative, evidence-based, and results-oriented. 

Several steps have been launched in 2010 to achieve this.

■ USAID has developed a new evaluation policy that—

among other things—defines key terms, establishes 

clear protocols for when evaluations are appropriate, 

provides methodological guidance and quality standards, 

and promotes a more independent evaluation process 

that results in the application of findings for policy and 

programmatic decision-making.

■ To connect practitioners and researchers while encouraging 

the use of evidence in decision-making, the Agency is 

hosting a series of evidence summits around particular 

development issues. In September 2010, the Agency 

hosted its first evidence summit around issues of 

counterinsurgency and counterterrorism. 

■ USAID is revitalizing its evaluation training course and 

creating additional materials to equip Agency staff with the 

requisite knowledge, tools, and skills necessary to manage 

evaluation activities effectively.

■ USAID is working with its interagency partners to establish 

a standardized set of evaluation frameworks that can be 

applied to the Agency’s high priority investments, including 

the Global Health and the Feed the Future Initiatives, as 

well as its large country programs.

■ USAID is increasing its focus on conducting rigorous 

impact evaluations and using the results to improve 

program effectiveness. The Agency has joined the International Initiative for Impact Evaluation, and in the democracy and governance area has developed a highly focused 

program to measure the impact of its interventions.

Evaluation Findings Shape Future Assistance Decisions

In 2010, a team of experts from the State Department and USAID jointly evaluated the Economic Management for Stability and Growth Program 

in Kosovo and determined that assistance to the Central Bank of Kosovo had met its objectives and, given significant support from other donors, 

U.S. assistance was no longer required. The same evaluation recommended that USAID continue to promote public-private partnerships (PPP) 

in Kosovo and support the PPP Unit in the Ministry of Finance and Economy. In response, a successor program is planned that will strengthen 

the PPP Unit’s capacity to analyze and evaluate potential PPP projects. The program will improve the transparency of new PPPs by developing 

work plans and monitoring systems to track achievement of results. 

28 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Performance Highlights
USAID Administrator Rajiv Shah recently stated that many of today’s 

global challenges are shared, requiring “solutions that cross borders, 

sectors, and disciplines. Addressing these issues cannot be met without appropriate scientific knowledge and technological expertise.” The National 

Security Strategy reinforces this point, stating that the United States must 

leverage its scientific leadership and expand its cooperation and partnerships in science and technology. FY 2010 saw a scientific breakthrough in 

USAID’s cutting-edge, women-centered programming to address the HIV/

AIDS epidemic. In July, the Center for the AIDS Program of Research in 

South Africa achieved a huge leap forward in women-controlled HIV prevention through a clinical trial largely funded by USAID. The trial demonstrated 

that use of a microbicide gel containing the antiretroviral drug tenofovir can 

help prevent the transmission of HIV from men to women. 

The Presidential Policy Directive on Global Development explicitly calls for 

investments in game-changing innovations that have the potential to solve 

long-standing development challenges. To achieve these innovations, the 

Directive emphasizes leveraging the power of research and development, 

capitalizing on new models for innovation, and working with developing 

countries to increase their utilization of science and technology. In line 

with this vision, the Development Innovation Ventures (DIV) was launched 

in October 2010, with awards to 8 companies and institutions totaling 

$1 million. The goal of these awards is to create innovative, scalable 

solutions to core development challenges. For more information on DIV, 

visit: http://www.usaid.gov/div.

The Department of State shares this focus on science and technology through 

its effort to leverage 21st century knowledge. For example, the Department 

pioneered a contest to develop the most innovative and useful mobile phone 

application. The winner of the contest was the iCOW, an application that 

assists East African farmers and ranchers to better manage breeding and 

birthing of livestock by tracking the estrous stages of their cows.

Science, Technology, 

and Innovation

A laboratory technician in Tanzania prepares a blood smear at the 

government-run Ifakara Health Institute, where a pioneering vaccine against 

malaria is in its third phase of testing with support by USAID. Malaria claims 

around a million lives worldwide each year. ©AFP Image

The National Export Initiative (NEI) 

is a government-wide effort to 

double U.S. exports over five years 

and support two million U.S. jobs, 

coordinated by the newly created 

Export Promotion Cabinet that reports 

to the President. American firms need 

to find new markets as part of our 

economic recovery. The United States 

exported $1.57 trillion in goods and 

services in 2009, which made up 

11 percent of our economic output 

and supported over 10 million jobs. 

NEI components are:

Expanding Trade Advocacy — U.S. 

Government agencies will inform U.S. 

companies about export opportunities, 

connecting them with new customers 

and partners and advocating for their 

interests.

Access to Credit — Export-Import Bank financing programs will be 

expanded by $10 billion over the next two years with a special focus 

on small- and medium-sized enterprises.

Removing Trade Barriers — U.S. Government agencies will enforce 

international trade laws to level the playing field for American 

companies, pursuing balanced trade agreements that improve 

market access for U.S. workers, firms, farmers and ranchers.

The NEI will expand U.S. Government assistance to small- and 

medium-sized firms by assisting first-time exporters and working with 

established exporters to broaden their markets. U.S. agencies will 

ensure that companies use Federal resources available for export 

support including credits, technical assistance, commercial and 

political risk insurance, trade missions, and advocacy by U.S. officials. 

The United States will work through the G-20 to promote balanced 

growth in the global economy, ensure that trade agreements are 

enforced, and work to shape a Doha trade agreement that opens 

markets. U.S. Embassies and Consulates are key advocates for U.S. 

businesses overseas and can offer U.S. exporters critical countryspecific insight on markets, assist in commercial and investment 

disputes, and offer expertise on local judicial systems. The Department 

also facilitates visas for companies doing business overseas. 

See http://travel.state.gov/visa/temp/types/types_2664.html.

U.S. Economic Recovery: 

The National Export Initiative

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 29

Performance Highlights
I

n FY 2010, the Department of State and USAID continued to increase analytical rigor in strategic planning and performance 

management by focusing on outcome-oriented performance measures that support their strategic goals and priorities. 

This section summarizes performance information presented in both agencies’ Annual Financial Reports as well as in the 

Annual Performance Reports included in the Congressional Budget Justification. All of the Key Achievements featured below 

occurred in FY 2010.

Strategic Goal 1:

Achieving Peace

and Security

Preserve international peace by preventing regional conflicts 

and transnational crime, combating terrorism and weapons 

of mass destruction, and supporting homeland security and 

security cooperation.

Public Benefit

The United States faces a broad set of global security challenges 

that knows no borders and threatens U.S. national security. 

These include the grave danger of weapons of mass destruction, terrorism and violent extremism, and transnational crime, 

including the flow of illegal narcotics and persistent conflict 

in geostrategic States. The U.S. Government continues its 

efforts to fight transnational crime and counterterrorism, and 

to respond to the spread of nuclear weapons through bilateral 

and multilateral arms control efforts. A key tenet of U.S. 

policy is that the security of U.S. citizens at home and abroad 

is best guaranteed when countries and societies are secure, free, 

prosperous, and at peace. The Department and USAID seek to 

strengthen their capabilities, as well as those of their international partners, to prevent and mitigate conflict, stabilize countries in crisis, protect civilians, and promote regional stability. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

52 percent of their performance indicators for Strategic 

Goal 1. Twenty-six percent of indicators were below target, 

and ratings were not available for 11 percent that are new or 

for which data are not yet available. The Department and 

Secretary of State Clinton and Secretary of Defense Gates participate in 

a ceremony at the Korean War Memorial in Seoul, July 2010. ©AP Image

Counterterrorism

Combating Weapons of Mass 

Destruction and Destabilizing

Conventional Weapons

Security Cooperation and 

Security Sector Reform

Conflict Prevention, Mitigation,

and Response

Transnational Crime

Counternarcotics

Homeland Security

Strategic Priorities

($ in millions)

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

FY 2010 Budget Resources for Strategic Goal 1

TOTAL – $13,377

$695

$633

$6,874

$3,721

$186

$1,151

$117

1 Percentages rounded to the nearest whole number.

Total Number of Indicators – 27

Above target – 9

(33%)

On target – 5

Improved, but (19%)

target not met – 3

(11%)

Below target – 7

(26%)

FY 2010 Results Achieved for Strategic Goal 11

Rating not

available – 3

(11%)

30 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results

Strategic Goals and Results
USAID allocated $13.4 billion toward this Strategic Goal in 

FY 2010, which is 27 percent of the total State-USAID budget 

supporting all strategic goals. A discussion of the priorities 

under this Strategic Goal and performance for five illustrative 

indicators is provided in the following section.

Key Selected Achievements 

■ Released the Nuclear Posture Review that reduces the role 

of U.S. nuclear weapons, provides a strategy for reducing 

their number, and provides negative security assurances to 

non-nuclear weapons states that are party to the Nuclear 

Non-Proliferation Treaty. Signed the new START Treaty 

with Russia that further reduces and limits the number 

of strategic arms on both sides and renews United StatesRussian leadership on nuclear issues.

■ Provided lucrative income opportunities to replace poppy 

and coca production and exceeded targets for hectares of 

alternative crops under cultivation in Afghanistan and the 

Western Hemisphere. Specifically, in Afghanistan U.S 

alternative development programs trained 555,000 farmers 

and provided 40,000 metric tons of fertilizer across all 

34 provinces. These programs also provided vegetable seeds 

and fertilizers to more than 375,000 farmers in the east, 

south, and north, generating more than $17 million in 

sales in local markets.

■ Released the National Strategy on Countering Biological 

Threats. Pursuant to this Strategy, the Department is working 

to bolster the Biological Weapons Convention by developing 

a comprehensive program of cooperation, information 

exchange, and coordination to increase international capacity 

to detect, report, and respond to outbreaks of disease that 

are deliberate, accidental, or natural.

Selected Strategic Priorities and Analyses

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. 

Analysis: To meet U.S. foreign policy commitments for building peace and security, assistance resources are used to prevent 

and manage violent conflict at the local level. Such programs 

help mitigate conflict in vulnerable communities around the 

world by improving attitudes toward peace, building healthy 

relationships and conflict mitigation skills through personto-person contact among members of groups in conflict, 

and improving access to local institutions that play a role in 

addressing perceived grievances. Training focuses on factors 

that underpin conflicts, such as land disagreements, including 

disputes involving claims by women and indigenous groups. 

In FY 2010, the United States fell slightly below its performance target. Delays in the promulgation of Nepal’s constitution deferred training programs based on the new constitution 

and resulted in fewer people trained. Programs in Indonesia 

shifted from a focus on conflict resolution to post-conflict livelihoods activities, resulting in 2,148 fewer people trained than 

anticipated. In contrast, a number of other Operating Units 

reported better than expected results. In Ethiopia, positive 

reactions to a pilot training program led to increased requests 

from both the Government of Ethiopia and university partners. 

In Kenya, grants enabled partner organizations to provide 

training at both the national and local levels. Five Operating 

Units (Ethiopia, Haiti, Kenya, Kosovo, and Uganda) also 

exceeded their targets for the number of women trained in 

conflict mitigation, reflecting the U.S. Government’s emphasis 

on empowering and creating opportunities for women.

Performance Indicator: Number of People Trained in Conflict 

Mitigation/Resolution Skills with U.S. Government Assistance

Number of people

Result Target

21,524 16,930

92,601

67,634

98,007

2007-2012 Performance Trends

30,739

0

50,000

100,000

10,363 3,354

50,571

65,932

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

2010

Rating

Below target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

Analysis: The U.S. Government focuses significant effort 

on peacekeeping operations in Africa and Near East Asia. 

The Peacekeeping Operations indicator is illustrative of 

progress towards this strategic goal. United Nations Peacekeeping Missions in Near East Asia received an average 

rating of 3 out of 4 for FY 2010, surpassing the target of 

2.5. The rating mirrors the score received in FY 2008 and 

FY 2009. The FY 2010 average rating for United Nations 

Peacekeeping Missions in Africa remained at FY 2009 levels 

with a score of 2.3, which is slightly below the target of 2.5. 

This decline reflects the increasingly difficult security, political, 

and economic environment in many parts of Africa. 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 31

Strategic Goals and Results
Performance Indicator: Average Rating Denoting Degree to

which United Nations Peacekeeping Missions in Africa Achieve 

Preestablished U.S. Government Objectives

1

2

3

Rating

Result Target

1.8

2.4

2.3

2.5 2.5

2007-2012 Performance Trends

2.5

2.3

2.0

2.5

2.3

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

2010

Rating

Below target

Source: Internal State Department Mission Reports, UN Secretary General 

Reports, UN Security Council Resolutions.

Performance Indicator: Average Rating Denoting Degree to

which United Nations Peacekeeping Missions in Near East Asia 

Achieve Preestablished U.S. Government Objectives

1

2

3

Rating

Result Target

2.3

3.0 3.0

2.5 2.5

2007-2012 Performance Trends

2.5 2.3 2.02.5

3.0

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

2010

Rating

Above target

Source: Internal State Department Mission Reports, UN Secretary General 

Reports, UN Security Council Resolutions.

Secretary of State Clinton has led U.S. engagement in 

strengthening the pillars of the nonproliferation regime—nuclear 

disarmament, access to civilian nuclear energy, and nonproliferation. 

New Strategic Arms Reduction Treaty

In April 2010, the United States and the Russian Federation signed the 

New Strategic Arms Reduction Treaty (START), which the U.S. Senate 

approved on December 22, 2010. As Secretary Clinton noted following ratification of the Treaty: “Once the Treaty enters into force, on-site 

inspections of Russia’s strategic nuclear weapons facilities can resume, 

providing us with an on-the-ground view of Russia’s nuclear forces. 

The information and insight from these inspections forms the core of our 

ability to “trust but verify” compliance with New START. A responsible 

partnership between the world’s two largest nuclear powers that limits 

our nuclear arsenals while maintaining strategic stability is imperative 

to promoting global security. With New START, the United States 

and Russia will have another important element supporting our ‘reset’ 

relationship and expanding our bilateral cooperation on a wide range 

of issues.” The New START Treaty with Russia advances the goal of 

bolstering nuclear nonproliferation by verifiable reduction of deployed 

strategic nuclear warheads by the world’s two largest nuclear powers. 

It sets the following mutual, verifiable weapons limits:

■ Warheads Deployed on Intercontinental Ballistic Missiles (ICBMs), 

Submarine-Launched Ballistic Missiles (SLBMs), and Counted for 

Deployed Heavy Bombers: 1,550 

■ Deployed and Non-Deployed ICBM and SLBM Launchers and 

Heavy Bombers: 800 

■ Deployed Strategic Ballistic Missiles and Heavy Bombers: 700 

Nuclear Posture Review

The Nuclear Posture Review reduces the role of U.S. nuclear weapons, 

provides a strategy for reducing their number, and provides negative 

security assurances to non-nuclear weapons states that are party 

to the Nuclear Non-Proliferation Treaty (NPT). The NPT is the only 

legally binding agreement that provides a global barrier to the 

Global Security – Nuclear Nonproliferation

President Obama and Russian President Medvedev signing New START 

Treaty in Prague, April 2010. ©AP Image

spread of nuclear weapons, 

and ensures the following:

■ Prevents nuclear proliferation and nuclear 

terrorism 

■ Reduces the role of 

nuclear weapons 

■ Maintains strategic deterrence and stability at 

lower nuclear force levels 

■ Reassures U.S. allies and 

partners 

■ Sustains a safe, secure, 

and effective nuclear 

arsenal

Nuclear Security Summit

The Nuclear Security Summit highlighted agreement among 47 governments on the critical importance of securing all vulnerable nuclear materials within 4 years to prevent them from falling into the hands of terrorists. 

The Summit reinforced that all States are responsible for ensuring the best 

security of their materials. 

“By upholding our 

own commitments 

under the nuclear nonproliferation treaty, we 

strengthen our global 

efforts to stop the 

spread of these weapons, 

and to ensure that 

other nations meet their 

own responsibilities.

— President Barack Obama

”

32 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
Analysis: In a rapidly and continuously changing global 

environment, failing and post-conflict states pose one of the 

greatest national and international security challenges of the 

modern world. The U.S. Government is pulling together the 

government’s wide range of expertise to address the urgent 

need for a set of formalized, collaborative, and institutionalized 

foreign policy tools that can adequately address the diverse 

stabilization needs of the global community. The United 

States can better influence key transitional moments in fragile 

states if it can deploy civilians skilled in reconstruction and 

stabilization operations early in the conflict cycle. The Department has begun to do so in connection with the January 2011 

referendum in southern Sudan. In step with this strategy, 

the United States is tracking the average number of civilian 

deployments per month. Deployments increased more than 

five-fold in FY 2010 compared to FY 2009. 

Performance Indicator: Average Monthly Number of Civilian 

Reconstruction and Stabilization Deployments to Conflict Zones1

0

75

150

Employees per month

Result Target

2.3 2.0 11.4

70.0 82.0

2007-2012 Performance Trends

107.0

60.0

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

2010

Rating

Below target

Source: Field reports from deployed employees, and CSO database.

1. Indicator new in FY 2009, targets established beginning in FY 2010.

COUNTERNARCOTICS: Combat international narcotics production 

and trafficking, reduce the cultivation and production of drugs and 

maintain that reduction, prevent resurgence of drug production by 

providing opportunity to earn livelihoods with licit crops, and constrict the market for drugs and the human toll of addiction through 

prevention and treatment.

Analysis: A key element of U.S. support for counternarcotics 

efforts is the Alternative Development and Livelihoods (ADL) 

program that promotes sustainable and equitable economic 

growth opportunities in regions vulnerable to drug production 

and conflict, with the intent of permanently ending involvement in illicit drug production. ADL programs focus resources 

on the three main source countries of Bolivia, Colombia, and 

Peru, in addition to supporting efforts in Afghanistan and 

Ecuador. U.S. assistance generates sustainable, licit employment 

and income opportunities; improves the capacity of municipal 

governments to plan and provide basic services and infrastructure; fosters citizen participation in local decision-making; 

strengthens social infrastructure; and promotes transparency 

and accountability at the local level. The number of hectares 

of alternative crops under cultivation has a direct relationship 

to job creation and income levels in targeted areas.

The United States exceeded its FY 2010 target with all 

programs reporting better than expected results. For example, 

in Bolivia, ADL activities helped increase the number of hectares dedicated to alternative crops to 5,998 hectares. This result 

was almost two times the target due to high interest in the 

program among local farmers. In coffee producing regions, 

favorable market prices for coffee helped stimulate farmer 

interest. In addition, USAID made significant progress in 

Bolivia’s Yungas region with cultivation of annatto, which is 

used to dye garments and is in high demand on global markets. 

Peru’s results were 18 percent over the target. New beneficiaries 

were incorporated into the Peruvian alternative development 

and livelihoods program in the Ucayali region after eradication efforts made participation possible. The decrease in the 

FY 2011 and FY 2012 targets compared to the FY 2010 results 

reflects the scheduled closeout of some existing projects.

Performance Indicator: Hectares of Alternative Crops Targeted 

by U.S. Government Programs under Cultivation

0

200,000

400,000

Hectares

Result Target

111,392

286,107 201,989

2007-2012 Performance Trends

275,797

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

145,700

220,535 157,154

302,860

106,936 131,215

2010

Rating

Above target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 33

Strategic Goals and Results
Strategic Goal 2:

Governing Justly and Democratically

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

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

Public Benefit

J

ust and democratic governance is important to the U.S. 

Government and the American public for three interrelated reasons: as a matter of principle, as a contribution 

to U.S. national security, and as a cornerstone of a broader 

development agenda. Governments that respect human rights, 

respond to the needs of their people, and govern by the rule of 

law are more likely to engage responsibly with other nations. 

Effective and accountable democratic states are also best able to 

promote broad-based and sustainable prosperity for their citizens. The goal of the U.S. Government is to promote freedom 

and strengthen effective democracies by assisting countries in 

moving along a continuum towards democratic consolidation. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

32 percent of their performance indicators for Strategic Goal 2. 

Eighteen percent of indicators were below target, and ratings 

were not available for 50 percent that are new or for which data 

are not yet available. The Department and USAID allocated 

$4.1 billion toward this Strategic Goal in FY 2010, which 

is 8 percent of the total State-USAID budget supporting all 

strategic goals. A discussion of the priorities under this Strategic 

Goal and performance for four illustrative indicators is provided 

in the following section. 

Key Selected Achievements 

■ Offered a lifeline of protection to 155 human rights 

defenders and/or nongovernmental organizations in 30 

countries around the world by providing legal, medical, 

relocation, and other forms of urgent assistance

■ Promoted free and fair elections by training more than half 

a million observers for national elections around the world

■ Called upon the United Nations Human Rights Council 

to create the first-ever Special Rapporteur on Freedom of 

Peaceful Assembly and Association, an expert advisor who 

monitors human rights in different countries or in relation 

to specific issues

A Congolese staffer with USAID partner Avocats Sans Frontieres routinely 

draws a large and eager crowd at a market with his megaphone-assisted 

promotions for free legal advice provided by lawyers to local residents. 

Tackling land and family law disputes before they spin out of control 

is one aim of these legal clinics, part of a multi-pronged USAID-funded 

justice initiative. USAID

Rule of Law and Human Rights

Good Governance

Political Competition and 

Consensus-Building

Civil Society

Strategic Priorities

($ in millions)

$0

$1,000

$2,000

$3,000

$4,000

$5,000

FY 2010 Budget Resources for Strategic Goal 2

TOTAL – $4,090

$1,299

$1,684

$439

$668

Total Number of Indicators – 22

Above target – 7

(32%)

Rating not

available – 11

(50%) Below target – 4

(18%)

FY 2010 Results Achieved for Strategic Goal 2

34 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
supported Afghanistan Case Management System, enabling 

359 courts to improve case management. Progress was impeded 

in Liberia by government reticence toward donor program 

expansion, and in Pakistan by resources diverted to disaster 

response and recovery following the monsoon flooding. 

Performance Indicator: Number of U.S. Government Assisted 

Courts with Improved Case Management 

0

500

1,000

Number of U.S. Assisted Courts

Result Target

352 567

337

2007-2012 Performance Trends

573

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

206

375

638

813

624 527

2010

Rating

Above target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

Selected Strategic Priorities and Analyses

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.

Analysis: The United States supports programs to improve case 

management as a way to increase the effectiveness, compliance, 

and accountability of justice systems. Improved case management leads to a more effective justice system by decreasing case 

backlog and case disposition time, reducing administrative 

burdens on judges, increasing transparency of judicial procedures, and improving compliance with procedural law.

U.S. assistance programs greatly exceeded the FY 2010 target 

for the number of U.S.-assisted courts with improved case 

management. This was mainly due to the launch of the USAIDU.S. leadership in promoting human rights and democracy is a 

national tradition, a moral imperative, and a national security 

priority. The United States has long acknowledged the link between 

democratic governments, free societies, and peaceful nations; and 

devoted diplomatic efforts and foreign assistance to encourage 

free elections, democratic governance, and protection of human 

rights based on international standards. While this commitment to 

promoting human rights and democracy is part of U.S. history, the 

dialogue on these issues continues to evolve. The Administration 

devotes attention to a broad range of human rights issues and 

is committed to promoting democracy and human rights even in 

those places where doing so is most difficult. 

The Department of State and USAID are working with a wide range of 

partners within and outside of government to support these principles. 

U.S. foreign assistance programs often operate in countries where 

egregious human rights violations occur, democracy and human rights 

advocates are under pressure, and governments are not democratic 

or are in transition. Foreign assistance programs also support 

democratic consolidation and prevent backsliding in new or fragile 

democracies, and play a vital role in promoting stabilization, reform, 

and recovery in crisis and rebuilding societies. The United States 

multipronged effort focuses on institutionalizing democratic gains and 

protecting human rights, including international religious freedom; 

Democracy, Good Governance, and Human Rights

Secretary Clinton delivers a speech in front of the Brandenburg Gate in 

Berlin, Germany on the 20th anniversary of the dismantling of the Berlin 

Wall. ©AP Image

encouraging freedom of expression and access to information; 

promoting the rule of law; advancing respect for labor rights—

including through engagement with the business community—and 

establishing standards for the global business environment; defending 

the rights of people with disabilities; increasing the transparency, 

responsiveness, and accountability of government institutions; and 

amplifying the voices of civil society and human rights activists. 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 35

Strategic Goals and Results
POLITICAL COMPETITION AND CONSENSUS-BUILDING:

Encourage the development of transparent and inclusive electoral 

and democratic response and effective political parties.

Analysis: The number of domestic election observers trained 

with U.S. Government assistance is tracked as one component 

of promoting free and fair elections. Targets and results are 

determined by the number of elections planned and subsequently held in a given year, and are subject to fluctuating political conditions, so there is no clear trend in U.S. assistance over 

time. In FY 2010, the target was greatly exceeded primarily due 

to results reported by the Philippines, where 547,561 observers 

were trained to monitor the voting process in all of the polling 

centers nationwide in the country’s first wholly automated 

election. This number includes 6,000 volunteers in the Autonomous Region in Muslim Mindanao, which has historically had 

several election-violence hotspots. The U.S. Embassy in Manila 

and the European Union Ambassador praised the election for 

proceeding smoothly. Lower aggregated targets for FY 2011 

and FY 2012 reflect a smaller number of Operating Units that 

currently plan to be active in election observation, and may 

reflect a smaller number of planned elections.

Performance Indicator: Number of Domestic Election 

Observers Trained with U.S. Government Assistance 

0

350,000

700,000

Number of election observers

Result Target

61,533 170,307

39,866

2007-2012 Performance Trends

653,722

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

117,858

75,533

57,825 75,606 57,132 25,390

2010

Rating

Above target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

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. 

Analysis: Despite U.S. achievements in promoting human 

rights and democracy over the past year, a growing and 

disturbing trend of global suppression of freedoms of expression 

and association remains, and is reflected in performance 

data. Improvements in media freedom in priority countries 

as measured by Freedom House’s Freedom of the Press ratings 

illustrates work in this area. Media freedom is in decline 

in almost every part of the world, particularly in priority 

The 3Ds – Diplomacy, 

Development, and Defense

Diplomacy, Development, and Defense, the “3Ds” of U.S. national 

security, form a central framework for American strength 

and influence. The U.S. Government recognizes the importance 

of preventing and deterring conflict by working with and through 

partners and allies, as well as through better collaboration between 

defense and civilian agencies and organizations. The global 

challenges and opportunities of the future will demand a greater 

scale, more resources, and more strategic focus for U.S. diplomacy 

and development efforts as key partners alongside defense. 

Unity of effort is an overriding principle in the 3D framework. 

Secretary of State Hillary Clinton, Secretary of Defense Robert 

Gates, and USAID Administrator Rajiv Shah share the commitment to 

improve a whole-of-government approach to national security challenges. There is a heavy focus on how U.S. Government programs 

are aligned and on building whole-of-government policy responses to 

key themes, as well as a more comprehensive look at the resources 

involved and available to support U.S. programs and initiatives. 

The Diplomacy, Development, and Defense Planning Group was 

chartered to improve inter-departmental coordination of planning 

between the Department of Defense, the Department of State, 

and USAID. All three agencies recognize that their planning is 

strengthened by the inclusion of perspectives from other agencies, 

with resulting plans reflecting a unity of the U.S. Government effort. 

USAID Administrator Shah, Secretary of Defense Gates, and Secretary of 

State Clinton take part in a U.S. Global Leadership Coalition roundtable 

discussion, September, 2010. ©AP Image

36 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
countries. The mean average Freedom of the Press rating in 

priority countries was 67.6 in 2007 and 68.6 in FY 2010, where 

a higher score corresponds to a worsening environment for 

media freedom. The United States is implementing innovative 

diplomatic engagement and programs to help reverse this 

trend, including increased attention to unfettered safe access 

to an open and interconnected Internet. The United States 

supports approaches that reaffirm its commitment to freedom 

of expression, free flow of information, and the rule of law. 

Performance Indicator: Degree of Media Freedom in 

Priority Countries as Measured by the Average Freedom of the Press 

Rating for Non-Democratic Countries and Countries Undergoing 

Democratic Transitions1

0%

50%

100%

Percent

Result Target

67.6% 68.1% 68.8%

2007-2012 Performance Trends

68.6%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

68.3% 68.0%

2010

Rating

New indicator, 

no rating

Source: Civil Liberties section of Freedom House‘s Freedom in the World survey.

1. Indicator new in FY 2010, targets established beginning in FY 2011. 

Analysis: Protection of civil society is a critical element 

of the U.S. Government’s human rights and democracy 

agenda. The United States is leveraging diplomatic tools 

and foreign assistance that support local civic activists in 

creating conditions necessary to thwart increased pressures. 

In FY 2010, 17.5 percent of activists and organizations 

continued activities 6 months after receiving U.S. support. 

In these challenging environments, even a modicum of 

support can have a significant impact. 

Performance Indicator: Percent of Civil Society Activists and 

Organizations Able to Sustain Activities after Six Months of Receiving 

U.S. Government Support1

0%

50%

100%

N/A

Percentage

Result Target

17.5%

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

N/A N/A

18.0% 18.5%

2010

Rating

New indicator, 

no rating

Source: Global Human Rights Defender Fund Reports, Bureau of Democracy, 

Human Rights and Labor, U.S. Department of State.

1. Indicator new in FY 2010, targets established beginning in FY 2011. 

Building local capacity is an integral part of sustainable development. 

“Working through local partners is often the most cost effective and 

sustainable way to invest our resources,” said USAID Administrator Rajiv 

Shah. Dr. Shah offered the example of Senegal’s health huts, where 

volunteers are selected by the community and trained by USAID and the 

host country government. As the Administrator said, “By training local 

health workers and hiring local staff for project management, the program 

lowers overall costs while saving more lives. And it builds local capacity 

so that one day our aid will no longer be necessary.” 

In line with the QDDR recommendation to improve local capacity 

development (LCD) through increased local procurement, USAID has 

embarked on an ambitious reform agenda. The USAID FORWARD

agenda includes implementation and procurement reform that seeks to 

create opportunities to build local development leadership by implementing activities through reliable partner-country systems and local 

civil-society and private-sector entities. USAID’s current reliance on 

U.S.-based contractors and implementing partners often misses opportunities to build the capacity of partner countries to sustain further progress 

on their own. To address this challenge, USAID has established five 

pilot LCD teams in South Africa, Kenya, Egypt, Peru, and the Philippines. 

These teams will capitalize on USAID FORWARD’s talent management 

initiative in addition to the implementation and procurement reform 

initiative. The teams will work with each Mission to establish centers 

for excellence in LCD training and increase direct implementation 

through local civil-society and private-sector partners. In South 

Africa, USAID is already making significant progress. In FY 2003, 

a local organization, Right to Care (RTC), received $500,000 in 

USAID funding; by FY 2010, RTC ‘s organizational and financial 

capacity had increased so greatly that it was able to implement 

approximately $47 million in U.S. funding. By working actively 

with local actors and making more resources available to them as 

their capacity grows, USAID empowers local development leaders 

to take greater ownership of their countries’ future. 

Local Development Leadership

A lab technician performs tests at Themba Lethu Clinic in 

Johannesburg, South Africa for USAID partner Right to Care. 

The Clinic is the largest anti-retroviral treatment site in the 

country. Right to Care

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 37

Strategic Goals and Results
Strategic Goal 3:

Investing in People

Ensure good health, improve access to education, and protect vulnerable populations to help nations create 

sustainable improvements in the well-being and productivity of their citizens. 

Public Benefit

T

he United States has a fundamental commitment to 

fostering the sustainability of developing countries 

across the globe. Central to the sustainability and 

positive development of a country are its people and their 

ability to achieve and maintain good health, receive quality 

education, and access social services. U.S. Government 

programs strengthen local capacity in areas such as disease 

outbreak detection and response and delivery of health 

services, essential drugs, and commodities. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

61 percent of their performance indicators for Strategic 

Goal 3. Twenty-two percent of indicators were below target, 

and ratings were not available for 17 percent that are new 

or for which data are not yet available. The Department 

and USAID allocated $11 billion toward this Strategic Goal 

in FY 2010, which is 22 percent of the total State-USAID 

budget supporting all strategic goals. A discussion of the 

priorities under this Strategic Goal and performance for six 

illustrative indicators is provided in the following section.

Key Selected Achievements 

■ Advanced prevention, care, and treatment of HIV/AIDS by 

establishing Partnership Frameworks in 10 countries under 

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

■ Protected 40 million people against malaria by expanding 

the program to provide 1 bed net per 2 people in malaria 

endemic areas instead of focusing exclusively on pregnant 

women and children under 5

■ More than doubled school enrollment in Southern Sudan 

from 20 percent in FY 2005 to 44 percent in FY 2010

The largest single USAID program in Pakistan is dedicated to improving 

basic education for girls. USAID

Health

Education

Social Services and 

Protection for Especially

Vulnerable Populations

Strategic Priorities

($ in millions)

$0

$3,000

$6,000

$9,000

$12,000

FY 2010 Budget Resources for Strategic Goal 3

TOTAL – $10,981

$9,096

$1,348

$537

1 Percentages rounded to the nearest whole number.

FY 2010 Results Achieved for Strategic Goal 31

Above target – 11

(61%)

Rating not available – 3

(17%)

Below target – 4

(22%)

Total Number of Indicators – 18

38 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
Selected Strategic Priorities and Analyses

HEALTH: Improve global health, including child, maternal, and 

reproductive health; prevent and treat infectious diseases; and 

increase access to better drinking water and sanitation services.

Urgent health challenges remain in the priority areas of HIV/

AIDS, child mortality, maternal mortality, tuberculosis, malaria, 

tropical diseases, unintended pregnancy, and undernourishment. 

The President’s Global Health Initiative (see sidebar below) is 

focusing U.S. resources to help partner countries improve and 

sustain health outcomes through strengthened health systems.

The health systems strengthening program provides support 

to ensure that developing country health systems are effective, 

efficient, and equitable. Working health systems are vital to 

ensuring widespread use of effective health measures and to 

reaching priority groups, including the poor, women, children, 

urban and rural residents, and the acutely and chronically ill. 

A well-functioning health system delivers the right volume and 

distribution of client-friendly services at the community, local, 

and national levels and leads to improved health outcomes. 

The U.S. approach is to look for constraints in quality, accessibility, and affordability to develop interventions that address 

gaps and bottlenecks in the system. This is achieved through 

a continuous process of implementing changes in policies and 

management arrangements. This process involves individual 

governments, nongovernmental organizations (NGOs), or 

donor agencies, and includes support for Demographic and 

Health Surveys that provide empirical evidence to guide the 

reform process. 

The President’s Global Health Initiative (GHI), announced in May 

2009, is focusing U.S. resources on helping partner countries 

improve health outcomes through strengthened health systems, with 

a particular focus on bolstering the health of women, newborns, 

and children by combating infectious diseases and providing quality 

health services. The GHI serves as a whole-of-government effort to 

coordinate U.S. Government global health programs and create greater 

country-level capacity to manage and operate programs. GHI aims to 

maximize the sustainable health impact the United States achieves for 

every dollar invested. 

GHI will deliver based on core values drawn from the principles of 

effective development partnerships, announced by President Obama 

in L’Aquila, Italy. 

■ Implement a woman- and girl-centered approach 

■ Increase impact through strategic coordination and integration

■ Strengthen and leverage key multilateral organizations, global 

health partnerships, and private sector engagement

■ Encourage country ownership and invest in country-led plans

■ Build sustainability through strengthened health systems 

■ Improve metrics, monitoring, and evaluation

■ Promote research and innovation

The GHI has identified specific goals and targets to be achieved over 

the course of the initiative, including preventing 12 million new HIV 

infections and providing care to more than 12 million people living 

with HIV/AIDS, reducing child undernutrition by 30 percent across 

assisted food-insecure countries in conjunction with the President’s 

Feed the Future Initiative, and reducing the burden of malaria by 50 

percent for 450 million people under the President’s Malaria Initiative.

While the GHI program will apply everywhere U.S. Government 

global health dollars are at work, GHI launched an intensified effort 

in a subset of 8 GHI Plus countries, to be joined by up to 12 more, 

providing significant opportunities for impact, evaluation, and partnership with local governments. These countries will receive additional 

technical, management, and financial resources to accelerate the 

implementation of GHI’s innovative approach. 

For further information on the Global Health Initiative, visit 

http://www.usaid.gov/ghi/. 

Global Health Initiative

A peer educator talks with Kenyan youth about HIV/AIDS prevention. IYF

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 39

Strategic Goals and Results
Performance Indicator: Number of People Protected 

Against Malaria with a Prevention Measure (ITN or IRS) 

in President’s Malaria Initiative (PMI) Countries

0M

30M

60M

Number of people (in millions)

Result Target

22.3M

25.0M 30.0M

2007-2012 Performance Trends

40.0M

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

46.0M 52.0M

29.0M 33.0M 25.0M

15.0M

2010

Rating

Above target

Source: President’s Malaria Initiative FY 2010 partner reports.

Maternal and Child Health Analysis: U.S. assistance in this 

area aims to increase the availability and use of proven lifesaving interventions that address the major killers of mothers 

and children. Having a skilled attendant at birth is a critical 

component of efforts to reduce maternal mortality. Most nonabortion-related maternal deaths happen during labor and 

delivery or within the first few days following delivery. In many 

countries, most births occur at home. Increasing the frequency 

of deliveries overseen by skilled birth attendants is more likely 

to result in prompt recognition of complications, initiation 

of treatment, and lives saved. The United States exceeded the 

FY 2010 target of 48.9 percent of deliveries overseen by skilled 

birth attendants, reflecting progress in countries that reported 

Demographic and Health Survey (DHS) results this year and 

continuing the positive trend. 

Performance Indicator: Percentage of Live Births 

Attended by Skilled Birth Attendants

20%

40%

60%

Percent of live births

Result Target

45.7% 46.7%

47.9%

2007-2012 Performance Trends

49.0%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

50.9% 51.9%

47.2% 48.9%

47.3% 47.8%

2010

Rating

Above target

Source: Demographic Health Surveys and Census Bureau.

Family Planning and Reproductive Health Analysis: The 

United States family planning and reproductive health program 

aims to expand access to high quality, voluntary family planning 

and reproductive health information and services in order to 

reduce unintended pregnancy and promote healthy reproductive 

behaviors. Increased use of modern contraception translates into 

fewer unintended pregnancies and fewer abortions. A successful 

family planning program can be expected to increase the modern 

contraceptive prevalence rate (MCPR) by one to two percentage 

HIV/AIDS Analysis: PEPFAR takes a comprehensive 

approach to HIV/AIDS prevention, treatment, and care 

in developing countries, working in close partnership with 

host-country governments and national and international 

partners. Antiretroviral (ARV) treatment provides direct 

therapeutic benefits for individuals, increasing the length and 

quality of their lives, and enabling many to resume normal 

daily activities. ARV treatments reduce viral load in patients 

on therapy and decrease transmission rates. The indicator of 

the number of people receiving HIV/AIDS treatment measures 

the reach of PEPFAR. The U.S. analyzes the indicator results 

by country to identify which countries face challenges in 

scaling up their programs, and which have best practices that 

should be replicated. PEPFAR-supported treatment has helped 

save and extend millions of lives and prevent children from 

being orphaned. Rapid scale-up of treatment programs in 

collaboration with partner nations enabled the United States 

to support treatment directly for more than 3.2 million men, 

women, and children living with HIV through FY 2010. 

Performance Indicator: Number of People Receiving 

HIV/AIDS Treatment

0M

2M

4M

Number of people (in millions)

Result Target

1.3M 2.0M

2.5M

2007-2012 Performance Trends

3.2M

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

3.8M >4.0M

2.5M

2.6M

1.7M

1.2M

2010

Rating

Above target

Source: Semi-Annual and Annual Progress Reports as captured in U.S. 

Government Country Operational Plan and Reporting System (COPRS). 

Malaria Analysis: Malaria claims more than 850,000 lives 

in Africa each year. Two critical President’s Malaria Initiative 

(PMI) interventions—insecticide-treated mosquito nets (ITN) 

and indoor residual spraying (IRS)—are highly effective in 

controlling malaria when used properly. The indicator for 

prevention monitors the number of people protected against 

malaria by one or both of these methods. It also indicates 

whether U.S. assistance is successfully extending the prevention 

measures that are necessary to reduce the number of malaria 

deaths. PMI shifted from targeting mainly pregnant women and 

children under 5 to providing 1 ITN per 2 people in malaria 

endemic areas, which resulted in the United States exceeding its 

target of 33 million people protected against malaria by 7 million 

in FY 2010. In addition, PMI protected 1.2 million more people 

with IRS than in FY 2009. In FY 2010, PMI expanded to 

the Democratic Republic of Congo and Nigeria. Results from 

these new countries will be reported in FY 2011.

40 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
points annually. MCPR is the percentage of in-union women 

of reproductive age (15-49) using, or whose partner is using, 

a modern method of contraception at the time of the survey. 

The FY 2010 result of 28.4 percent exceeded the target and 

continued the trend of increased contraceptive use as reported 

in DHS or Reproductive Health Surveys.

Performance Indicator: Average Modern 

Contraceptive Prevalence Rate1

20%

30%

40%

Percentage

Result Target

26.4% 27.3%

2007-2012 Performance Trends

28.4%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

N/A

29.6% 30.8%

27.4% 28.3%

2010

Rating

Above target

Source: Demographic and Reproductive Health Surveys.

1. Indicator new in FY 2008, target established beginning in FY 2009.

Water and Sanitation Analysis: Access to reliable and 

economically sustainable water supply is a key component of 

a country’s ability to attain health, security, and prosperity for 

its population. Access is achieved through diverse approaches, 

including both direct support for small- and large-scale 

infrastructure development and indirect support through 

institutional development for community-based systems, 

private sector engagement, and financing to ensure longterm sustainability. Targets for this indicator fluctuate based 

on the number and scope of activities planned for a given 

year. The United States fell short of the FY 2010 target of 

5.6 million people with first time access to improved drinking 

water supplies, with the bulk of the shortfall attributed 

to Pakistan, West Bank and Gaza, and the Africa regional 

program. Trend information varies because after first-time 

access to improved drinking water is attained, results are 

captured using other indicators. For example, Pakistan’s focus 

shifted from increasing access to increasing the availability of 

water. In West Bank and Gaza, the focus shifted to improving 

access to sanitation facilities. The Africa Regional program 

encountered delays in launching a Global Development 

Alliance between Coca-Cola and USAID intended to support 

water-related programs in 19 countries. However, there were 

notable successes at the country level; for example, Kenya 

exceeded its target by 252 percent as a result of a water 

treatment project that expanded women’s access to water.

Performance Indicator: Number of People in Target Areas with 

First-Time Access to Improved Drinking Water Supply as a Result of 

U.S. Government Assistance

0M

4M

8M

Number of people (in millions)

Result Target

7.7M

2007-2012 Performance Trends

2.8M

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

5.4M

2.9M

5.6M

4.6M 4.9M

6.8M

4.9M

3.2M

2010

Rating

Below target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

Basic EDUCATION: Provide equitable access to quality basic 

education that includes literacy, numeracy, and other basic skills 

for youth and adults. 

Analysis: In the basic education sector, the United States 

assesses its performance based on the primary net enrollment 

rate (NER) for a sample of countries receiving basic education 

funds. NER monitors students from the official primary 

school-age group. The rate is expressed as a percentage of the 

total primary school-age population. U.S. assistance supports 

an increase in NER through a variety of activities designed to 

improve the quality of teaching and learning, which help to 

reduce barriers to student attendance and promote effective 

classroom practices. High NERs lead to increases in school 

completion rates and higher educational attainment within the 

overall population. Countries with an educated population 

are more likely to experience improvements in health and 

economic growth. Since FY 2002, NERs have improved 

steadily in countries receiving U.S. assistance. In FY 2010, 

the United States exceeded its target of 80 percent NER with 

significant increases in Ethiopia, Ghana, and Mali.

Performance Indicator: Primary Net Enrollment Rate for a 

Sample of Countries Receiving Basic Education Funds

70%

80%

90%

Percentage

Result Target

79.0%

2007-2012 Performance Trends

83.0%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

81.0% 83.5% 79.0% 80.0%

78.0%

77.0%

76.0%

2010

Rating

Above target

Source: United Nations Educational, Scientific and Cultural Organization, 

Institute of Statistics.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 41

Strategic Goals and Results
Strategic Goal 4:

Promoting Economic Growth and Prosperity Strengthen world economic growth and protect the environment, while expanding opportunities 

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

Public Benefit

T

he U.S. Government goal is to achieve rapid, sustained, 

and broad-based economic growth for the United 

States, its trading partners, and developing countries. 

Through U.S. Missions overseas, the U.S. Government advocates for fair treatment and a transparent investment climate. 

The United States negotiates to open markets for increased 

trade, investment, and transportation and communications 

services in order to create jobs and provide new economic 

opportunities. It also advances energy security by encouraging 

the diversification of energy supplies, securing measures against 

supply disruption, and promoting clean energy technology. 

Global growth creates conditions that advance democratic 

values and expand the number of countries that are effective 

partners with the United States in working toward a more 

stable, secure, healthy, and prosperous world. Broad-based 

growth is vital to transforming the developing world to meet 

21st century challenges and the Millennium Development 

Goal to eradicate extreme poverty and hunger. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

40 percent of their performance indicators for Strategic Goal 4. 

Twenty-one percent of indicators were below target, and ratings 

were not available for 39 percent that are new or for which data 

are not yet available. The Department and USAID allocated 

$5.3 billion toward this Strategic Goal in FY 2010, which is 

11 percent of the total State-USAID budget supporting all 

strategic goals. A discussion of the priorities under this Strategic 

Goal and performance for five illustrative indicators is provided 

in the following section.

Key Selected Achievements 

■ Implemented key portions of the President’s National 

Export Initiative by advocating for U.S. companies doing 

business abroad and exporting to foreign markets 

Administrator Shah with villagers from Magdalena la Abundancia, 

Sacapulas, Quiche who are part of the Agriculture Chain Program in 

Guatemala. USAID

Private Markets and 

Competitiveness

Trade and Investment

Financial Sector

Infrastructure

Energy Sector

Agriculture

Macroeconomic Foundation

for Growth

Economic Opportunity

Environment

Strategic Priorities

($ in millions)

$0

$2,000

$4,000

$6,000

FY 2010 Budget Resources for Strategic Goal 4

TOTAL – $5,330

$379

$175

$482

$55

$1,837

$270

$288

$882

$962

FY 2010 Results Achieved for Strategic Goal 4

Total Number of Indicators – 28

Above target – 10

(36%)

On target – 1

(4%)

Below target – 6

(21%)

Rating not

available – 11

(39%)

42 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
■ Launched new initiatives under the Energy and Climate 

Partnership of the Americas to expand energy and climate 

cooperation including expanding sustainable energy in the 

Caribbean, strengthening Central American energy and 

environmental security, and advancing sustainable biomass 

and shale gas energy

■ Launched the Global Entrepreneurship Program in partnership with private businesses, nongovernmental organizations, universities, and foundations to train business leaders, 

connect them with potential markets, and assist them to 

find financing

■ Launched the President’s Feed the Future Initiative and 

assisted the Government of Haiti to develop a multiyear 

strategy for food security to further recovery from the 

devastating earthquake and modernize the agricultural 

based economy

■ Enhanced stewardship of fragile eco-systems, bringing 

92.7 million hectares of land under improved natural 

resource and biodiversity management

Selected Strategic Priorities and Analyses

ENERGY SECURITY: Enhance United States and global energy 

security by promoting open, transparent, integrated, and 

diversified energy markets; encouraging appropriate energy 

sector investments; and developing and sharing clean energy. 

Analysis: A primary focus of the Department of State’s diplomatic efforts in the area of energy security is promoting the 

development and implementation of policies in foreign governments designed to diversify energy sources and foster growth in 

the clean energy sector. An illustrative indicator for this Strategic Goal is the percent of world energy supplies from non-oil 

sources. Results that indicated increased use of non-petroleum 

energy sources around the globe from FY 2007 to FY 2009 

have since leveled off. In FY 2010, the percentage of world 

energy supplies from non-oil sources remained at the same 

level as the FY 2009 rate, likely reflecting a decrease in nearterm demand and financing difficulties as a result of the global 

economic downturn. In the long term, the figures suggest a 

steady trend towards broader diversification of energy sources. 

USAID complements diplomatic efforts with direct investment 

in energy infrastructure and technical assistance to improve 

the enabling environment for sustainable energy provision. 

Performance Indicator: Percentage of World Energy 

Supplies from Non-oil Sources1

63%

65%

67%

Percentage

Result Target

65.4%

2007-2012 Performance Trends

65.4%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

65.4% 65.6% 65.8%

64.7% 64.2%

2010

Rating

Below target

Source: U.S. Department of Energy - Energy Information Administration 

projections.

1. Indicator new in FY 2009, targets established beginning in FY 2010.

TRADE AND INVESTMENT: Promote increased trade and investment 

worldwide on both multilateral and bilateral levels through marketopening international agreements and the further integration of 

developing countries into the international trading system.

Analysis: In the area of Trade and Investment, data reflect 

declining economic trends in Africa consistent with the global 

recession. The level of two-way trade between the United 

States and sub-Saharan Africa, another illustrative indicator 

for this goal, decreased in FY 2009. While data for FY 2010 

is not yet available, trade is expected to rebound as part of the 

recovery from the recession. Recovery is vital for Africa to 

build on recent gains in economic growth, living standards, 

and poverty reduction.

Performance Indicator: Level of Two-Way Trade Between the United 

States and Sub-Saharan Africa, Excluding U.S. Energy-related Imports

$0

$20

$40

($ in billions)

Result Target

$24.3

2007-2012 Performance Trends

FY 2010 FY 2011 1 FY 2007 FY 2008 FY 2009 FY 2012

$35.0 $40.0 $40.0 $33.5 $26.5

$37.0

$28.0 $24.0

2010

Rating

Data expected 

mid-2011

Source: United States International Trade Commission.

1. FY 2010 results expected to be available in mid-2011.

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.

Analysis: Increased agricultural productivity is an important 

goal for nearly all of the countries to which the United 

States provides assistance. The number of men and women 

benefiting from U.S. assistance who apply new technologies 

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 43

Strategic Goals and Results
or management practices that increase their productivity continues to rise. In FY 2010, the target of 897,881 people was 

exceeded by 67.5 percent. Success comes from an increased 

emphasis on extension and outreach, expansion of activities 

to new areas and crops, and the impact of prior programs on 

livelihoods. Previous successes powerfully demonstrated the 

benefit of using improved crop varieties and better cultivation 

techniques. Many beneficiaries are among the most vulnerable populations and include a significant number of women. 

Activities launched under the Administration’s Feed the Future 

Initiative directly target women because of the key role women 

play in agriculture. Gender awareness is also being promoted 

among implementing partners and their host-country 

counterparts.

Performance Indicator: Number of Farmers and Others Who 

Have Applied New Technologies or Management Practices as a Result 

of U.S. Government Assistance1

0

2,000,000

4,000,000

Number of farmers and others

Result Target

1,504,537

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 1 FY 2012

3,625,737 3,938,075

897,881

659,384 N/A 96,069

2010

Rating

Above target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

1. Indicator new in FY 2010, target established beginning in FY 2010.

PRIVATE-SECTOR COMPETITIVENESS: Promote economic 

environments that encourage entrepreneurship, competition, 

and investment, and empower men, women, and enterprises 

to take advantage of economic opportunity.

Analysis: Key to sustained economic growth is increasing 

productivity at the level of firms, from microenterprises and 

family farms to multinational corporations. In many poor 

countries, complex and costly regulations discourage firms from 

investing in new technologies and inhibit productivity growth. 

A primary focus of U.S. foreign assistance is removing unnecessary regulation. Evidence indicates this is an effective way to 

improve the microeconomic environment, reduce corruption, 

and encourage private-sector-led growth. USAID also provides 

direct assistance to empower men, women, and enterprises to 

take advantage of new economic opportunities. The Global 

Competitiveness Index (GCI) is a new indicator in FY 2010. 

GCI generates a score by monitoring 12 determinants of 

competitiveness: institutions, infrastructure, macroeconomic 

stability, health and primary education, higher education and 

training, goods market efficiency, labor market efficiency, financial market sophistication, technological readiness, market size, 

business sophistication, and innovation. Higher scores reflect 

improvements in the business environment conducive to trade 

and investment, and indicate that countries have implemented 

policies that will lead to greater economic growth and poverty 

reduction. 

Performance Indicator: Performance on the Global 

Competitiveness Index1,2

0%

20%

40%

Percentage

Result Target

33%

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

33% 33%

10%

27%

12%

2010

Rating

New indicator, 

no rating

Source: Global Competitiveness Index, World Economic Forum (WEF).

1. The target is to have approximately one third of the 58 countries receiving 

USAID support achieve a 3% increase in their score.

2. Indicator new in FY 2010, target established beginning in FY 2011.

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: Greenhouse gas emissions reduced or sequestered as 

measured in carbon dioxide equivalent is an internationallyrecognized measure of climate-change mitigation. It enables 

comparison of impacts from activities that reduce, avoid, 

or store carbon in the energy, industry, transport, land-use, 

agriculture, forestry, and conservation sectors. Results can be 

aggregated to demonstrate program-wide impact on reducing 

atmospheric inputs that lead to climate change. Preliminary 

FY 2010 results fell below the target to reduce or sequester 

emissions by 133 million metric tons. This result is due to 

a shift in emphasis to more cost-effective activities that seek 

transformational change through policy reform, outreach, and 

training. These activities do not lead to easily quantifiable 

near-term emissions reductions, and long-term impact may be 

indirect or subject to a substantial time lag. To improve results 

over the long term, the President’s Global Climate Change 

Initiative will work with partner countries to develop long 

term strategies, increase capacity to inventory greenhouse gas 

and participate in carbon markets, improve access to private 

44 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
finance, and reform the energy sector. Targets for FY 2011 and 

FY 2012 have been reduced to reflect the low level of funding 

for clean energy activities in FY 2009 and the completion of 

some larger energy programs in Georgia, Indonesia, and Liberia. 

In addition, greater accuracy in emissions accounting led to 

lower estimated results in FY 2009 and FY 2010, consequently 

lowering targets for the future. 

Performance Indicator: Quantity of Greenhouse Gas Emissions 

Reduced or Sequestered as a Result of U.S. Government Assistance

0

100

200

Metric tons (in millions)

Result Target

120

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

100 100

120 142

180

138 133

139

149

2010

Rating

Below target

Source: FY 2010 USAID and Department of State Performance Plans and 

Reports as collected in the Foreign Assistance Coordination and Tracking 

System (FACTS). 

Climate change is one of the century’s greatest 

challenges, and will be a priority of U.S. 

diplomacy and development work for years to 

come. Climate change can compound preexisting 

social stresses—including poverty, hunger, conflict, 

migration, and the spread of disease—and 

threatens to diminish the habitability of the planet. 

In December 2009, aided by U.S. leadership, 

the international community took a meaningful 

and unprecedented step forward in international 

climate negotiations. The resulting Copenhagen 

Accord outlines key elements that are essential 

to a long-term solution to the climate change 

challenge: 

■ Recognizing the scientific view that the 

increase in global temperature should 

be below two degrees Celsius

■ Ensuring action by all major economies 

to mitigate climate change

■ Promoting transparency to see that actions 

are taken

■ Providing financial and technological support to help 

the poorest and most vulnerable developing nations

To respond to the profound threat that global climate change poses 

to development, the United States has launched the Global Climate 

Change Initiative to spur reduction of global greenhouse gas emissions 

and promote climate change adaptation in 

vulnerable countries and communities. As part 

of this effort, the United States has committed 

to contributing its share of a sum approaching 

$30 billion over the 2010–2012 period, 

as called for in the Copenhagen Accord, 

for “fast-start” funding to assist developing 

countries address climate change. 

As the lead entity in the U.S. Government 

for bilateral and regional assistance, USAID 

focuses on helping partner countries to 

establish the policy environments, improved 

governance, and financial incentives to set 

their economies on a low-emissions path of 

sustainable development and reduce vulnerability to climate impacts. USAID investments are working to spur reductions in 

global greenhouse gas emissions and to 

promote climate change adaptation in vulnerable countries and communities. As the 

Administration’s chief climate negotiator, 

the Department of State’s Special Envoy for 

Climate Change plays a central role in developing U.S. international 

policy on climate and representing the United States internationally 

in bilateral and multilateral negotiations regarding climate change.

For more information, visit http://www.usaid.gov/our_work/

environment/climate/index.html and http://www.state.gov/g/oes/

climate/.

Global Climate Change Initiative

The silhouette of Secretary of State Clinton 

as she arrives for a press conference at the 

COP15 UN Climate Change Conference in 

Copenhagen. ©AFP Image

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 45

Strategic Goals and Results
Strategic Goal 5:

Providing Humanitarian Assistance Save lives, alleviate suffering, and minimize the economic costs of conflict, disasters, and displacement. 

Public Benefit

T

he U.S. commitment to humanitarian assistance 

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 stems not only from the United States 

responsibility as a global leader, but also from its sense of 

shared humanity. The U.S. Government works in partnerships 

with international and nongovernmental organizations to save 

lives and minimize suffering in the midst of crises, increase 

access to protection, promote shared responsibility, and 

coordinate funding and implementation strategies. The U.S. 

Government’s emergency response to population displacement 

and distress caused by natural and human-made disasters is 

tightly linked to all other foreign assistance goals, including 

the protection of civilian populations, programs to strengthen 

support for human rights, provision of health and basic 

education, and support for livelihoods of beneficiaries. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

77 percent of their performance indicators for Strategic Goal 5. 

No indicators were below target, and ratings were not available 

for 11 percent that are new or for which data are not yet 

available. The Department and USAID allocated $4.1 billion 

toward this Strategic Goal in FY 2010, which is 8 percent of 

the total State-USAID budget supporting all strategic goals. 

A discussion of the priorities under this Strategic Goal and 

performance for two illustrative indicators is provided in the 

following section. 

Key Selected Achievements 

■ In the aftermath of the Haiti earthquake, built 13,662 

transitional shelters to house nearly 70,000 individuals 

■ Contributed to the resolution of one of Africa’s longestrunning refugee situations by assisting the Government of 

This young girl in the Djabal refugee camp near Goz Beida, Chad 

is from a family that was forced from their home in Sudan by the 

Janjaweed. There has been significant improvement in health since 

World Concern began interventions with the help of USAID. USAID

($ in millions)

Protection, Assistance, and Solutions

Disaster Prevention and Mitigation

Orderly and Humane Means for 

Migration Management

Strategic Priorities

$0

$1,000

$2,000

$3,000

$4,000

$5,000

FY 2010 Budget Resources for Strategic Goal 5

TOTAL – $4,117

$3,964

$100

$53

Improved but 

target not met – 1

(11%)

1 Percentages rounded to the nearest whole number.

Total Number of Indicators – 9

FY 2010 Results Achieved for Strategic Goal 51

Above target – 4

(44%)

On target – 3

(33%)

Rating not

available – 1

(11%)

46 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
Tanzania to complete the naturalization of approximately 

162,000 Burundi refugees who fled to Tanzania in 1972 

■ Contributed $1.57 billion to the World Food Programme 

in calendar year 2010, representing 45 percent of total 

funding received from the donor community for assistance 

in 29 countries worldwide

■ Facilitated the return of more than 100,000 refugees to 

Afghanistan by August 2010, almost double the number 

of voluntary returns in FY 2009 

Selected Strategic Priorities and Analyses

PROTECTION, ASSISTANCE, AND SOLUTIONS: Protect vulnerable 

populations (e.g. refugees, internally displaced persons, and 

others affected by natural disasters and human-made crises) from 

physical harm, persecution, exploitation, abuse, malnutrition, 

disease, and other threats by providing disaster relief, food aid, 

and humanitarian assistance. 

Analysis: The U.S. emergency food assistance program has long 

played a critical role in responding to global food insecurity. 

It saves lives and livelihoods, supports host-governments’ efforts 

to respond to critical needs of their own people during shocks, 

and demonstrates the concern and generosity of the American 

people in times of need. In FY 2010, USAID’s Office of 

Food for Peace (FFP) provided $1.8 billion in food assistance 

to 31 countries throughout the world—$244 million of this 

assistance was provided in grants through the new Emergency 

Food Security Program (EFSP). EFSP provided funds to a 

variety of private voluntary organizations and the WFP to 

support local and regional procurement, as well as cash and 

food voucher programs in Haiti, Kenya, Kyrgyzstan, Niger, 

Pakistan, Mozambique, Sri Lanka, and Sudan. 

The emergency food-aid indicator demonstrates the effectiveness 

of FFP programs by measuring the percentage of beneficiaries 

actually reached compared to planned levels. FFP continues to 

improve its ability to identify who needs food in an emergency 

and how best to deliver food assistance. Over time, FFP has 

determined that reaching 93 percent of emergency food aid 

beneficiaries is the optimal level of performance for their 

programs. While this target is ambitious, it is achievable. 

FY 2010 results were on target, and the optimal 93 percent 

will be retained as the target for FY 2011 and FY 2012. 

Performance Indicator: Percent of Planned Emergency Food Aid 

Beneficiaries Reached by USAID’s Office of Food for Peace Programs

80%

90%

100%

Percentage of planned beneficiaries

Result Target

93%

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

93% 93%

92% 93%

86%

93% 93% 93% 93%

2010

Rating

On target

Source: USAID’s Office of Food for Peace (FFP) Summary Request and 

Beneficiary Tracking Table.

Analysis: The United States provides protection and durable 

solutions through its long-standing tradition of welcoming 

refugees to the country. The number of refugees admitted to 

the United States is an illustrative indicator for this Strategic 

Goal. In FY 2010, the United States admitted 73,311 refugees, 

which represents 98 percent of the allocated regional ceilings 

established by Presidential Determination. This achievement 

included the arrival of 18,016 Iraqi refugees, and reflected 

a 38 percent increase over FY 2009 arrivals from Africa. 

Refugee arrivals from the Near East and South and East Asia 

exceeded the regional ceilings established by the President, 

utilizing the unallocated reserve—a portion of the overall 

ceiling for refugee admissions that is not allocated by region. 

Utilizing the unallocated reserve allows admittance of refugees 

from a region where the regional ceiling has already been 

reached.

Performance Indicator: Percent of Refugees Admitted to the 

United States as a Percentage of the Allocated Regional Ceilings

80%

90%

100%

Percentage

Result Target

98.0%

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

100%

99.5% 97.0% 86.0%

100% 100% 100% 100% 100%

2010

Rating

Below target

Source: Department of State FY 2010 Annual Financial Report, Bureau of 

Population, Regugees and Migration.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 47

Strategic Goals and Results
Strategic Goal 6:

Promoting International Understanding 

Achieve foreign policy goals and objectives and enhance national security by fostering broad, mutually-respectful 

engagement and mutual understanding between American citizens and institutions and their counterparts abroad.

Public Benefit

T

he Department recognizes the central role of public diplomacy as a tool and an essential element of 21st century 

statecraft, and has committed to renewing America’s 

engagement with the people of the world by enhancing mutual 

respect and understanding and creating partnerships aimed at 

solving common problems.

The United States continues to face a changing global landscape 

of engagement that requires the Department to identify and 

implement complex, multidimensional public-engagement 

strategies that forge partnerships, mobilize broad coalitions, 

and galvanize public opinion across all sectors of society. Public 

diplomacy programs provide insight into American society to 

a broader international public, including youth and women, as 

well as opinion makers. By improving respect and understanding of American society and values, the United States can establish a positive narrative and framework for policy discussions.

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

50 percent of their performance indicators for Strategic Goal 6. 

No indicators were below target, and ratings were not available 

for 50 percent that are new or for which data are not yet 

available. The Department and USAID allocated $1.5 billion 

toward this Strategic Goal in FY 2010, which is 3 percent of 

the total State-USAID budget supporting all strategic goals. 

A discussion of the priorities under this Strategic Goal and 

performance for two illustrative indicators is provided in the 

following section.

Key Selected Achievements 

■ The Department produced and coordinated the production 

of over 21 live webcasts for the first time in 2010. Roughly 

one-third of these webcasts originated outside the continental United States. The Department created and delivered 

over 6,000 hours of on-demand video and live webcasts 

to more than 165 countries via www.state.gov, DipNote, 

YouTube, iTMS, Facebook, and broadcast aggregators. 

■ The DipNote blog marked its third anniversary and passed 

30 million total page views. This past year also ushered 

in a blog redesign and expanded coverage of key foreign 

policy topics including Secretary Clinton’s overseas travel, 

Afghanistan, Pakistan, Sudan, and global women’s issues. 

DipNote was also made available across multiple mobilephone platforms.

Vladimir Pozner interviews U.S. Secretary of State Clinton on the “Pozner 

Show” in Moscow, March 2010. Department of State

Offer a Positive Vision

Marginalize Extremism

Nurture Common Interests 

and Values

Strategic Priorities

($ in millions)

$0

$500

$1,000

$1,500

$2,000

FY 2010 Budget Resources for Strategic Goal 6

TOTAL – $1,510

$293

$167

$1,050

Total Number of Indicators – 4

FY 2010 Results Achieved for Strategic Goal 6

Above target – 1

(25%)

On target – 1

(25%)

Rating not

available – 2

(50%)

48 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
■ The Department covered over 250 of the Secretary’s press 

events, over 300 State Daily Foreign Press Center and 

Special Press Briefings, and over 200 domestic and foreign 

interviews. It also produced over 2,600 media clips for 

internet-based news clip service providers and more than 

2,000 hours of programming for worldwide distribution 

via satellite and web-based platforms.

■ The Department’s new CO.NX (pronounced “connects”) 

web-engagement technology produced more than 500 

interactive webchat and webcast sessions during its 

first full year, drawing thousands of viewers worldwide. 

CO.NX provides online engagement centered on desktop 

web conferencing software and social media sites. 

Selected Strategic Priorities and Analyses

NURTURE COMMON INTERESTS: Expand international understanding of common interests and values through messages and 

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

Analysis: An increased understanding of the United States 

among exchange program participants is an illustrative indicator for this Strategic Goal. The Department seeks to increase 

international understanding through educational and cultural 

exchange programs that bring American citizens together with 

foreign participants, including up-and-coming civic, cultural, 

and professional leaders and scholars, as well as teachers and 

students with high academic and leadership potential. In postprogram surveys in FY 2010, nearly all foreign respondents 

(98.8 percent) reported a change in their understanding 

and knowledge of United States institutions and society as a 

result of their participation in the U.S. exchange program. 

This represents a five percent increase from FY 2009 levels.

As a result of changes in understanding of the United States, the 

foreign exchange participants are able to share their knowledge 

with others in their countries and facilitate more openness and 

acceptance toward partnering on an array of common global 

challenges. Maintaining substantive engagement with these 

exchange program alumni allows the Department to leverage 

that change in international understanding and knowledge of 

the United States. Supporting an active alumni network of 

exchange participants reinforces the positive interaction with the 

United States and further promotes international understanding 

long after the initial exchange experience.

Performance Indicator: Percentage of Participants Who 

Increased or Changed their Understanding of the United States 

Immediately Following Their Exchange Program

80%

90%

100%

Percentage

Result Target

98.81%

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

93%

93% 95% 93%

93% 93% 93% 93% 93%

2010

Rating

Above target

Source: U.S. Department of State, Bureau of Educational and Cultural Affairs.

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.

Analysis: Another indicator the Department uses is the 

percentage of foreign audiences who expressed a better 

understanding of the United States after exposure to International Information Programs (IIP), products, and activities. 

This indicator measures the impact on intended target audiences who consume these products. Based on U.S. policies, 

the Department develops information products tailored 

to engage and persuade critically important international 

audiences. In FY 2009, 55 percent of IIP audiences surveyed 

responded that they have a better understanding of U.S. 

policy, society, and values. FY 2010 data on the effectiveness 

of international programs will be available in FY 2011. 

Performance Indicator: Percent of Foreign Audiences with a 

Better Understanding of U.S. Policy, Society and Values After Exposed 

to International Information Programs, Products, and Activities1

0%

50%

100%

Percentage

Result Target

2007-2012 Performance Trends

FY 2007 FY 2009 FY 2010 FY 2011 FY 2012

55% 57%

83%

56%

55%

58%

2010

Rating

Data expected 

late-2011

Source: Public Diplomacy Impact Study.

1. Indicator new in FY 2007 and then rebaselined In FY 2008. As a result, 

FY 2008 results data not collected. This graph shows FY 2007 results under 

the original data collection methodology, then FY 2009 results under the new 

baseline. FY 2010 results data is expected to be available in late-2011.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 49

Strategic Goals and Results
Strategic Goal 7:

Strengthening Consular and Management Capabilities

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

supported by modern, secure infrastructure and operational capabilities.

Public Benefit

T

o ensure the United States is better equipped to serve 

the American public, the Department of State is 

implementing an unprecedented multiyear plan to 

provide rigorous training programs and recruit the talented, 

diverse people needed to handle the transnational challenges 

of today. Approximately 4 million Americans reside abroad, 

and Americans make about 60 million trips overseas every 

year. The Department of State has the responsibility of 

helping American citizens overseas prepare for crises and 

avoid problems. The Department also provides a vast range 

of services to American citizens such as certifying the birth 

of American citizens overseas, assisting Americans whose 

children are being wrongfully kept in foreign countries, and 

responding to disasters such as the January 2010 earthquake 

in Haiti. In collaboration with the Department of Homeland 

Security and other agencies, the Department protects America’s 

homeland with improved technology and efficiency at ports 

of entry and in visa processing, smarter screening technology 

for Government officials, and more secure U.S. travel 

documents—both visas and passports. The Department has 

invested American Recovery and Reinvestment Act funds in 

various areas to strengthen its capacity to serve the American 

public by expanding services at two existing passport agencies 

and initiating construction of five more domestic agencies 

to make passport services more convenient to Americans at 

home. The U.S. Government is committed to openness and 

transparency in government through responses to Freedom 

of Information Act (FOIA) requests and the systematic 

review and opening of historical records, while protecting 

the privacy of individuals. 

Summary of Performance and Resources

The Department and USAID met or exceeded targets for 

56 percent of their performance indicators for Strategic 

Goal 7. Twenty-two percent of indicators were below target, 

and ratings were not available for 11 percent that are new or 

for which data are not yet available. The Department and 

USAID allocated $9.5 billion toward this Strategic Goal in 

The U.S. Marine Corps Guard presents the colors during a U.S. Independence Day celebration at the U.S. Embassy, Quito, Ecuador, July 2010. 

Marine Security Guards help protect national security information at designated U.S. Diplomatic and Consular facilities. Department of State

Visa Services

Passport Services

American Citizen Services

Human Resources

Information Technology

Security

Facilities

Planning and Accountability

Administrative Services

Rightsizing the U.S. Government

Overseas Presence

Strategic Priorities

($ in millions)

$0

$2,000

$4,000

$6,000

$8,000

$10,000

FY 2010 Budget Resources for Strategic Goal 7

TOTAL – $9,532

$102

$22

$135

$745

$534

$3,285

$2,221

$1,876

$606

$6

Improved but 

target not met – 3

(11%)

1 Percentages rounded to the nearest whole number.

Total Number of Indicators – 27

FY 2010 Results Achieved for Strategic Goal 71

Above target – 8

(30%)

On target – 7

(26%)

Below target – 6

(22%)

Rating not

available – 3

(11%)

50 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Strategic Goals and Results
FY 2010, which is 19 percent of the total State-USAID budget 

supporting all strategic goals. A discussion of the priorities 

under this Strategic Goal and performance for two illustrative 

indicators is provided in the following section. 

Key Selected Achievements 

■ Facilitated the successful return of or access to children 

wrongfully kept in another country by providing assistance 

to distressed American parents deprived of contact with 

their children

■ Strengthened U.S. Government capacity and enhanced 

screening mechanisms to prevent foreigners from traveling to the United States for terrorist purposes through 

improved interagency guidance on managing watch lists, 

creation of a new Visa Revocation and Vetting Unit, 

and revocation of more than 800 visas based on threat 

information

■ Protected more than 1,500 U.S. Government employees 

and increased effectiveness of their operations overseas by 

relocating them to 6 completed major capital construction 

projects and completing 9 major compound security 

upgrade projects in existing facilities 

Selected Strategic Priorities and Analyses

VISA SERVICES: Safeguard U.S. borders through vigilance in 

adjudicating visa applications while simultaneously facilitating 

legitimate travel.

Analysis: The percentage of non-immigrant visa applications submitted electronically is an illustrative indicator 

for Strategic Goal 7. With 97 percent of non-immigrant 

visa applications submitted electronically in FY 2010, the 

Department has made significant progress toward conversion 

to a fully electronic visa application process. Electronically 

available data enables the advanced screening of applicants 

who may be ineligible for a visa for national security reasons 

by using a variety of automated research tools and databases. 

Performance Indicator: Percentage of Non-Immigrant Visa 

Applications Submitted Electronically1

0%

50%

100%

Percentage

Result Target

2007-2012 Performance Trends

FY 2007 FY 2009 FY 2010 FY 2011 2 FY 2008 FY 2012

100%

97%

0%

97% 100%

10% N/A

2010

Rating

On target

Source: U.S. Department of State, Bureau of Consular Affairs.

1. Indicator new in FY 2009, targets established beginning in FY 2010.

2. Electronic visa application program new in FY 2008. Therefore, FY 2007 

results data not available. 

OVERSEAS BUILDINGS OPERATIONS: Provide and maintain 

secure, safe, and functional facilities for U.S. Government 

personnel staffed at overseas posts. 

Analysis: Another illustrative indicator for this Strategic 

Goal is the number of U.S. Government personnel moved 

into safer and more secure and functional facilities. U.S. 

Embassies overseas provide the diplomatic platform for all 

U.S. civilian agencies, and the Department is responsible 

for providing such facilities for personnel staffed at overseas 

posts. From FY 2001 through FY 2010, the total cumulative 

number of U.S. Government personnel moved into safer and 

more secure and functional facilities was 21,548, a number 

slightly above the FY 2010 target. 

Performance Indicator: Total Cumulative Number of 

U.S. Government Personnel Moved Into More Secure, Safe and 

Functional Facilities Since 20011

0

12,500

25,000

Number of personnel

Result Target

2007-2012 Performance Trends

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

23,012

21,548 18,539

21,512 24,512

20,012 14,940

2010

Rating

Above target

Source: U.S. Department of State, Bureau of Overseas Buildings Operations.

1. Indicator new in FY 2009, targets established beginning in FY 2010.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 51

Strategic Goals and Results
T

he Department of State and USAID are the lead U.S. 

agencies responsible for carrying out the President’s 

foreign policy agenda, which includes developing and 

executing U.S. foreign policy and interacting with foreign 

governments and international organizations. The Department 

of State and USAID budget requests also represent critical 

components of the U.S. national security budget, along with 

the Departments of Defense and Homeland Security, and are 

vital to securing U.S. national security interests. 

The diplomatic and development capacity forged with U.S. 

foreign assistance allows the United States to build its leadership capacity in the global community and address the many 

challenges of today’s world. Foreign policy and development 

professionals – working on behalf of the American people – 

pursue priorities such as responding to humanitarian crises, 

combating terrorism, advancing democratic values, negotiating 

nonproliferation and environmental treaties, facilitating free 

enterprise, promoting U.S. exports, and assisting American 

citizens abroad. 

The annual budget request to Congress for funding is presented 

in two volumes: the Congressional Budget Justification for 

Department of State Operations, and the Congressional Budget 

Justification for Foreign Operations. Both components of the 

budget and key performance measures link directly to the joint 

strategic goals of the Department of State and USAID. State 

and USAID are committed to demonstrating the relationship 

between their budget requests to Congress and the performance 

of the programs that these budgets support. The chart on the 

following page reflects the combined FY 2012 State Operations 

and Foreign Assistance Budget by strategic goal and includes 

a table listing the actual FY 2010, estimated FY 2011 and the 

requested FY 2012 resources. 

State Department FY 2012 Budget: The budget request 

for Department of State operations totals $14.2 billion (not 

including fees) and includes resources to carry out a robust 

foreign policy that is leading the world in solving the most 

complex challenges of our time, from thwarting international 

terrorism to stopping the spread of catastrophic weapons, 

strengthening the global economy, advancing human rights 

and universal values, and assisting American citizens overseas. 

In keeping with these economic times, the budget reflects 

hard choices based on a clear view of where a dollar of funding 

could have the greatest impact. The request represents the 

Department’s ongoing investments to advance America’s 

security and economic interests. 

Highlights of the State Operations budget include supporting 

diplomatic operations in the frontline states of Afghanistan, 

Pakistan, and Iraq along with the transition of Department of 

Defense activities to civilian agencies in Iraq. In addition to 

the Department’s work in the frontline states, it is focused on 

preventing and responding to conflict and crises worldwide. 

So, even as the Department works to prevent and respond to 

urgent conflicts, it is also responding to longer-term challenges 

to human and economic security, such as health, hunger, 

climate change, and humanitarian relief. Moreover, State must 

build civilian power, and provide employees safe, secure, and 

functional facilities and the resources they need to do their job.

Foreign Assistance FY 2012 Budget: The FY 2012 foreign 

assistance appropriations request totals $32.9 billion. The budget 

will advance U.S. security interests with critical investments in 

the promotion of stability and security in the frontline states of 

Afghanistan, Pakistan, and Iraq. Other aid investments will be 

made to create sustained capacity building, peace, and economic 

growth within nations receiving assistance. Key initiatives in the 

budget include food security, climate change, health, and gender 

issues. FY 2012 will also target support for USAID FORWARD, 

an ambitious reform effort to modernize and strengthen USAID 

with new partnerships, an emphasis on innovation through 

science and technology, and major institutional reforms to 

improve efficiency and program impact. 

For additional information and details, please consult the 

FY 2012 Budget of the U.S. Government at http://www.whitehouse.gov/omb/budget, the Congressional Budget Justifications, 

and the Executive Budget Summary, Function 150 and Other 

International Programs for Fiscal Year 2012 at http://www.state.

gov/s/d/rm/c6113.htm and http://www.usaid.gov/performance. 

52 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Budget Highlights

Budget Highlights
Combined FY 2012 State Operations and Foreign Operations Budget 

Supporting Strategic Goals — $46.8 billion

$8,488

(18%)

$11,417

(24%)

$12,187

(26%)

$3,726

(8%)

$5,520

(12%)

$4,002

(9%)

$1,462

(3%)

Achieving Peace and Security

Governing Justly and Democratically

Investing in People

Promoting Economic Growth and Prosperity

Providing Humanitarian Assistance

Promoting International Understanding

Strengthening Consular and 

Management Capabilities

LEGEND

Budget by Strategic Goal ($ in millions)

State Operations and Foreign Operations Budget Resources by Strategic Goal 

Fiscal Years 2010, 2011, & 20121

Strategic Goals

($ in millions)

FY 2010 Actual2 FY 2011 CR FY 2012 Request

State 

Operations

Foreign 

Operations

State 

Operations3

Foreign 

Operations4

State 

Operations

Foreign 

Operations

Achieving Peace and Security $ 4,633 $ 8,745 $ 4,064 N/A $ 3,899 $ 8,289

Governing Justly and Democratically 821 3,269 692 N/A 684 3,042

Investing in People 457 10,524 366 N/A 373 11,043

Promoting Economic Growth and Prosperity 892 4,439 768 N/A 770 4,749

Providing Humanitarian Assistance 99 4,018 66 N/A 71 3,932

Promoting International Understanding 1,509 N/A 1,396 N/A 1,462 N/A

Strengthening Consular and Management Capabilities 7,832 1,701 6,146 N/A 6,664 1,825

Total Resources Allocated to Strategic Goals $ 16,243 $ 32,696 $ 13,499 N/A $ 13,923 $ 32,880

Office of the Inspector General5 106 N/A 56 N/A 65 N/A

International Commissions 143 N/A 143 N/A 121 N/A

Buying Power Maintenance 31 N/A 9 N/A — N/A

Foreign Service National Separation Liability Trust Fund 

Payment

44 N/A 44 N/A 45 N/A

Foreign Service Retirement & Disability Fund6 159 N/A 159 N/A 159 N/A

Total Resources Not Allocated to Strategic Goals7 482 N/A 410 N/A 390 N/A

Grand Total $ 16,566 $ 32,696 $ 13,750 N/A $ 14,154 $ 32,880

1 State Operations resources shown in this table exclude: funding for Overseas Contingency Operations (OCO) for FYs 2011 and 2012; and fees for all fiscal years. 

Foreign Operations resources shown in this table exclude funding for OCO for FYs 2010 and 2012. OCO resources for both State and Foreign Operations are shown in a 

separate table in the FY 2012 Executive Budget Summary for the Department of State, page 132 (http://www.state.gov/s/d/rm/rls/ebs/2012/pdf/index.htm). Summed 

values contain discrepancies due to rounding.

2 FY 2010 Actual for Foreign Operations includes two supplementals. FY 2010 Actual for State Operations does not include these supplementals.

3 FY 2011 Continuing Resolution (CR) column represents the annualized amount provided by the Continuing Appropriations Act, 2011 (P.L. 111-242), as amended.

4 At the time of publication, appropriation actions for Fiscal Year 2011 are not complete and agencies are operating under a continuing resolution; therefore, Foreign 

Operations resources have not been allocated by Strategic Goal.

5 State Department Office of Inspector General only. USAID Inspector General budget included in Strategic Goals allocation. The State Department Office of Inspector 

General budget includes funding for the Special Inspector General for Afghanistan Reconstruction and the Special Inspector General for Iraq Reconstruction for 

FY 2010; for FY 2011 and FY 2012, those requirements are included in OCO funds.

6 Mandatory funding for the Foreign Service Retirement & Disability Fund is not added to summed totals.

7 Resources for these accounts and offices represent programs that support the Department of State as an institution rather than diplomatic, consular and 

management programs linked to Strategic Goals and Priorities, and therefore are not allocated by Strategic Goal.

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 53

Budget Highlights
T

he Department of State and USAID Agency Financial 

Reports (AFR) disclose the agencies’ financial status and 

provide transparency and accountability to the American 

people, Congress, and the President—including both successes 

and challenges. The reports provide a snapshot in time of the 

immense financial work undertaken by each agency’s financial 

personnel to exercise good stewardship and management of 

public funds. The AFRs present each agency’s audited financial 

statements and footnotes, Management’s Discussion and 

Analysis, and performance and other required information.

Below are summary highlights of the AFRs for both the 

Department of State and USAID for FY 2010. Following 

the highlights are tables containing key financial information 

on each agency’s assets, liabilities, and net position in a 

Balance Sheet Summary; information on each agency’s net 

cost of operations in a Net Cost of Operations Summary; and 

available resources in a Budgetary Resources Summary. Both 

agencies’ AFRs are posted online. For a complete version of the 

Department of State AFR, see: http://www.state.gov/s/d/rm/rls/

perfrpt/2010/index.htm. For the USAID AFR, see: http://www.

usaid.gov/performance/afr/afr10.pdf.

Department of State: The scale and complexity of the 

Department’s activities and corresponding financial resources 

and requirements continued to grow. Financial staff operates 

in more than 270 locations, 172 countries, and in over 

150 currencies and foreign languages, often in the most 

challenging environments. For FY 2010, the Department 

worked with unity of purpose to meet the demands and paces 

of the financial statement audit process to validate the strong 

financial management work that is conducted on a daily basis 

throughout the world. As a result, the Department received an 

unqualified (clean) opinion from the Independent Auditor on 

its FY 2010 Financial Statements, and no material weaknesses 

in internal controls were reported. 

For FY 2010, based on considerable work conducted 

in collaboration with the Independent Auditor and the 

Department’s Office of Inspector General, material weaknesses 

previously identified by the Independent Auditor in financial 

reporting and accounting for property were downgraded 

to significant deficiencies. In addition to these two items, 

the Independent Auditor identified four other significant 

deficiencies that the Department will work to correct in 

FY 2012. 

The Department maintains a robust system of internal controls 

overseen by senior leadership. For FY 2010, the Secretary 

provided an overall unqualified statement of assurance 

regarding the Department’s internal controls in accordance 

with the Federal Managers’ Financial Integrity Act, as well as 

an unqualified statement of assurance for internal controls 

over financial reporting. 

USAID: The Agency received an unqualified opinion on 

its FY 2010 Financial Statements for the eighth consecutive 

year from the Office of the Inspector General. This affirms 

that USAID’s financial statements for the year that ended 

on September 30, 2010 were presented fairly in all material 

aspects and prepared in conformance with Generally Accepted 

Accounting Principles. The Independent Auditor’s Report, 

which is included in the FY 2010 AFR, identified one material 

weakness related to unreconciled differences between the 

Agency’s Fund Balance and its cash balance reported by the 

U.S. Treasury, and three significant deficiencies. Notable 

progress was made in resolving these findings during FY 2010, 

and corrective action plans are in place to resolve these issues 

and related audit recommendations by September 30, 2011.

The following summarized financial statement information is 

based on the same underlying data presented in the FY 2010 

AFRs. This condensed information provides a high level 

analysis of each agency’s financial performance and should 

not be viewed as a substitute for the financial statements and 

notes contained in the AFR. In addition, intra-agency (i.e., 

within the Department of State or USAID) balances have been 

eliminated from the amounts presented for each agency in 

the Balance Sheet and Net Cost of Operations Summary. Any 

balances for transactions between the Department of State and 

USAID have not been eliminated from the amounts presented.

54 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Financial Highlights

Financial Highlights
Balance Sheet Summary

The Condensed Balance Sheets shown here present the assets, 

liabilities, and net position of each agency. 

Department of State: Total Assets increased $8.6 billion 

or 14.5 percent over FY 2009 levels. Fund Balance with 

Treasury increased due to the unexpended appropriations from 

Supplemental Appropriations Acts of 2009 and 2010 and other 

funding sources. Property and Equipment increased as the 

Department continued construction of new Embassies and 

security upgrades to provide and maintain safe and functional 

facilities for U.S. Government personnel. Investment balances 

in U.S. Government securities for the Foreign Service 

Retirement and Disability Fund also increased during the 

year. Total Liabilities decreased slightly ($34 million) between 

FY 2009 and FY 2010. Overall, a $521 million increase in 

the Foreign Service Retirement Actuarial Liability was offset 

by decreases in Accounts Payable, Liability to International 

Organizations, and Other Liabilities. 

USAID: Assets increased by 23 percent in FY 2010 over 

FY 2009. Fund Balance with Treasury (unspent appropriations) represents 85 percent of these total assets. The increase 

in assets was due mainly to the Agency receiving more appropriation in the Economic Support Fund. The six largest uses 

of that fund, including supplemental appropriations, were 

Afghanistan, Pakistan, Haiti, West Bank and Gaza, Jordan, 

and Sudan. The Agency’s liabilities increased 6 percent because 

of an increase in accounts payable and accrued expenses. 

Credit reform related payables to the U.S. Treasury account 

for 35 percent of overall liabilities.

Net Cost of Operations Summary

The charts show each agency’s net cost—gross costs less earned 

revenue, invested in each joint Strategic Goal. These goals, 

or objectives, are consistent with the State-USAID Strategic 

Planning Framework. Executive Direction and Operating 

Unit Management are costs that cannot be directly traced or 

reasonably allocated to strategic goals; however, these costs are 

captured and included in the total net cost of operations. 

Department of State: Revenues earned through providing 

goods or services to the public or to another Government entity 

increased 7 percent or $429 million from FY 2009; gross costs 

rose by $196 million for the same period resulting in a net cost 

decrease of $233 million or 1 percent. Overall, most goals 

saw an increase in total costs as a result of cost increases in the 

Diplomatic and Consular, International Organizations and 

Diplomatic Security Programs. These cost increases were offset 

by cost decreases in the Investing in People Goal for the Global 

Health and Child Survival Fund and in Executive Direction and 

Other Costs Not Assigned for a lower actuarial loss amount on 

pension assumption changes in the Foreign Service Retirement 

and Disability Fund. The overall increase in revenue of $429 

million is primarily due to increases in passport and visa fees 

and surcharges, and earned reimbursable revenue from other 

Government entities. 

USAID: The Statement of Net Cost shows the amounts spent 

on meeting the Agency’s six Objectives. These Objectives are 

consistent with the State-USAID Strategic Planning Framework. 

The Investing in People and Economic Growth Objectives are 

the largest investments at 27 percent and 26 percent, respectively. The spending levels decreased slightly due to the timing 

of the receipt of appropriations and budget changes to align 

with the normal course of USAID’s operations. The 6 percent 

CONDENSED BALANCE SHEETS

As of September 30, 2010

($ in millions) State USAID

Assets:

Fund Balance with Treasury $ 37,819 $ 27,221

Investments, Net 15,901 —

Property, Plant, and Equipment, Net 12,880 117

Accounts, Loans, and Interest Receivables, 

Net

453 3,593

Other Assets 1,112 1,139

Total Assets $ 68,165 $ 32,070

Liabilities:

Foreign Service Retirement Actuarial Liability $ 17,504 $ —

Liability for Capital Transfers to the General 

Fund of the Treasury

— 3,202

Accounts Payable 2,008 2,113

Loan Guaranty Liability — 2,266

Liability to International Organizations 1,249 —

All Other Liabilities 1,741 1,608

Total Liabilities 22,502 9,189

Net Position:

Unexpended Appropriations 29,288 21,109

Cumulative Results of Operations 16,375 1,773

Total Net Position 45,663 22,882

Total Liabilities and Net Position $ 68,165 $ 32,070

Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010 | 55

Financial Highlights
objectives. Complete details are provided in the AFR http://

www.usaid.gov/performance/afr/afr10.pdf, page 25. The table 

below documents the net cost of operations by Strategic Goal.

NET COST OF OPERATIONS 

For the Year Ended September 30, 2010 ($ in millions)

Strategic Goal

STATE USAID

Net Cost Percent of Total

Net Cost Net Cost Percent of Total Net Cost

Achieving Peace and Security $ 6,068 28% $ 1,072 10%

Governing Justly and Democratically 867 4% 1,768 17%

Investing in People 4,547 22% 2,848 27%

Promoting Economic Growth and Prosperity 1,417 7% 2,710 26%

Providing Humanitarian Assistance 1,786 8% 1,629 16%

Promoting International Understanding 2,380 11% N/A N/A

Strengthening Consular and Management Capabilities 1,251 6% N/A N/A 

Other Cost Category

Operating Unit Management N/A N/A 378 4%

Executive Direction and Other Costs Not Assigned 2,452 11% N/A N/A

Actuarial Loss on Pension Assumption Changes 612 3% N/A N/A

Total Net Cost of Operations $ 21,380 100% $ 10,406 100%

$2,452

STATE

FY 2010 NET COST OF OPERATIONS

Achieving Peace and Security

Governing Justly and Democratically

Investing in People

Promoting Economic Growth and Prosperity

USAID

FY 2010 NET COST OF OPERATIONS

(Dollars in Millions) (Dollars in Millions)

Providing Humanitarian Assistance

Promoting International Understanding

Strengthening Consular and Management Capabilities

Executive Direction and Other Costs Not Assigned 

Actuarial Loss on Pension Assumption Changes

Operating Unit Management

$1,251

$6,068 

$4,547

$867

$2,380

$1,786

$1,417

$612

$1,072 

$2,710

$1,768

$2,848

$1,629

$378

$2,452

STATE

FY 2010 NET COST OF OPERATIONS

Achieving Peace and Security

Governing Justly and Democratically

Investing in People

Promoting Economic Growth and Prosperity

USAID

FY 2010 NET COST OF OPERATIONS

(Dollars in Millions) (Dollars in Millions)

Providing Humanitarian Assistance

Promoting International Understanding

Strengthening Consular and Management Capabilities

Executive Direction and Other Costs Not Assigned 

Actuarial Loss on Pension Assumption Changes

Operating Unit Management

$1,251

$6,068 

$4,547

$867

$2,380

$1,786

$1,417

$612

$1,072 

$2,710

$1,768

$2,848

$1,629

$378

 Achieving Peace and Security

 Governing Justly and Democratically

 Investing in People

 Promoting Economic Growth and Prosperity 

 Providing Humanitarian Assistance

 Promoting International Understanding

 Strengthening Consular and Management Capabilities

 Operating Unit Management

 Executive Direction and Other Costs Not Assigned

 Actuarial Loss on Pension Assumption Changes

decrease in net cost of operations is a result of net cost decreases 

in the Economic Growth and in the Investing in People Objectives that were partially offset by increases in other program 

Budgetary Resources Summary

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

($ in millions)

Total

$52,581

Total

$24,957

Obligations Incurred Unobligated Balance

STATE USAID

State and USAID

FY 2010 Status of Budgetary Resources1

$39,244

$13,337

$15,675

$9,282

Source: FY 2010 Agency Financial Reports, Statement of Budgetary Resources.

1. Prepared in accordance with OMB Circular A-136.

The Department reported budgetary resources of $52.6 billion 

as of September 30, 2010, an increase of 4.9 percent from the 

prior fiscal year, and USAID reported $25 billion in budgetary 

resources, a 32 percent increase from the previous fiscal year. 

Most of the Department’s increase in resources is due to the 

$2.2 billion increased budget authority from appropriations. 

The chart to the right presents the Department’s and USAID’s 

status of budgetary resources on September 30, 2010.

56 | Department of State-USAID Joint Summary of Performance and Financial Information • Fiscal Year 2010

Financial Highlights
AcknowledgmentS

The Joint Summary of Performance and Financial Information 

for FY 2010 was prepared by State Department’s Bureau of Resource 

Management, Office of Strategic and Performance Planning and USAID’s 

Bureau for Management, Office of Management Policy, Budget, and 

Performance, and the Office of the Director of U.S. Foreign Assistance. 

The Joint Summary of Performance and Financial Information 

for FY 2010 Core Team is composed of Claudia Magdalena Abendroth, 

Ruth Buckley, Holly Herrera, Sarah Kohari, Yaropolk Kulchyckyj, Brian Levis, 

Subhi Mehdi, Martha Pacheco, Melissa Schild, Sanjay Srikantiah, Tara 

Thwing, Erica Victoria, Craig White, and Susanne Wood. 

Special Acknowledgement to Kim Archea, Amanda Boachie, Renee 

Brock, Thea Bruhn, Stella M. Bulimo, Brendan Burdette, Stephanie Cabell, 

Jennifer Ceriale, Kim Christman, James Core, Emily Crawford, Albert 

Fairchild, Theresa Gagnon, Alethea Gordon, Brian Grimm, Larry Hamlet, 

Jean L. Hartung, Michael Heiserman, John Higgins, Mehlika Hoodbhoy, 

Jason Kerben, Emily Kenealy, Tyseer Khaled, Harry Knight, Molly Kubiak, 

Calvin D. Levo, Jonathan Parks, Noelle L. Rush, Yvette Saint-Andre, Philip A. 

Shar, Sandra J. Shipshock, Alice Shukla, Lisbeth Thompson, Christian E. 

Torres, Jason Wall, and Gloria White for their contributions to this report. 

Additionally, special acknowledgments to the Department of State’s Bureau 

of Public Affairs and Bureau of Administration and to USAID’s Bureau for 

Legislative and Public Affairs for their assistance in posting the document 

to the internet. Additionally, the Bureau of Public Affairs, Office of Electronic 

Information (PA/EI) assisted the Bureau of Resources Management with the 

production of this report, including images from AP/Wide World. Special 

thanks also go to USAID’s Bureaus for Policy, Planning and Learning; Food 

Security; Democracy, Conflict, and Humanitarian Assistance; Global Health; 

and Economic Growth, Agriculture, and Trade, and to the Office of the 

Chief Financial Officer.

We Offer Our Special Thanks to The Design Pond, in particular Sheri 

Beauregard, Michael James, and Donald James for their outstanding 

contributions to the design of the Report. 

Image CRedits

Agence France Presse (AFP): Cover, pages 29, 45

Associated Press (AP): Table of Contents, pages 1, 7, 30, 32, 35, 36

Department of Defense: Cover 

Department of State: Cover, pages 2, 5, 24, 48, 50

International Youth Foundation (IYF): Page 39

Right to Care: 37

Save the Children: Cover

State Magazine: Cover

TSERING: Page 19

USAID: Cover, pages 4, 10, 13, 15, 18, 34, 38, 42, 46 

CONTACT INFORMATION

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

Department of State General Information: 202-647-0300 or performanceandplanning@state.gov

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

Electronic versions are available at: 

http://www.state.gov/s/d/rm/c6113.htm

http://www.usaid.gov/performance/summary/

References

Quadrennial Diplomacy and Development Review: Leading Through Civilian Power

http://qddr.state.gov/

FY 2010 Agency Financial Reports 

http://www.state.gov/s/d/rm/rls/perfrpt/2010/index.htm

http://www.usaid.gov/performance/afr/ 

FY 2012 Department of State Congressional Budget Justification: Volumes 1 and 2

(FY 2010 Annual Performance Reports and FY 2012 Annual Performance Plans for 

State Operations and Foreign Assistance are included in the Congressional Budget Justification)

http://www.state.gov/s/d/rm/rls/statecbj/2012/

http://www.usaid.gov/performance/cbj/ 

USAID FORWARD 

http://forward.usaid.gov/ 

For More Information...

Regional Issues: http://www.usaid.gov/locations/

International Organizations: http://www.state.gov/p/io/

Global Partnerships: http://www.usaid.gov/our_work/global_partnerships/ 

April 2011
www.state.gov www.usaid.gov

United States 

Department of State