(B) identify any obstacles to providing sup-
port or assistance to locally employed staff and 
their immediate family members; 
(C) examine lessons learned and propose 
recommendations to better protect the safety 
and security of locally employed staff and their 
family members, including any additional au-
thorities that may be required; and 
(D) provide an analysis of and offer rec-
ommendations on any other steps that could 
improve efforts to protect the safety and secu-
rity of locally employed staff and their imme-
diate family members. 
SEC. 8. RED TEAM CAPABILITY. 
(a) IN GENERAL.—The Secretary shall establish a 
Red Team capability to inform the Department’s crisis re-
sponse and contingency planning. 
(b) MEETINGS.—The individuals involved in the Red 
Team capability required by subsection (a) should be con-
vened at the direction of— 
(1) for general meetings, the Department’s Pol-
icy Planning Staff and the Department’s Crisis 
Management and Strategy Unit; and 
(2) for specific reviews as needed, the Secretary 
or other Department principals. 
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(c) REPORTING.—Not later than 21 days after the 
individuals involved in the Red Team capability are con-
vened in accordance with subsection (b), such individuals 
shall submit to the Department’s Policy Planning Staff 
a report that contains the findings relating to the exercise 
of such Red Team capability. 
SEC. 9. DEPARTMENT OF STATE EMERGENCY RESPONSE 
LESSONS LEARNED CLEARINGHOUSE. 
(a) IN GENERAL.—Not later than 180 days after the 
date of the enactment of this Act, the Secretary shall es-
tablish and maintain a clearinghouse of lessons learned 
and after-action reports relating to evacuation of United 
States Government employees and their eligible family 
members or evacuation of private United States citizens 
or third-country nationals, to be known as the ‘‘Depart-
ment of State Emergency Response Lessons Learned 
Clearinghouse’’ (in this section referred to as the ‘‘Clear-
inghouse’’). 
(b) REPOSITORY.—The Clearinghouse should be de-
signed to provide— 
(1) a central electronic repository of lessons 
learned and after-action reports to be made acces-
sible to Department personnel to be used to improve 
crisis response and contingency planning; 
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(2) a collection of resources for Foreign Service 
Institute officials to inform and develop new cur-
riculum to be responsive to developments in United 
States crisis response and contingency planning, in-
cluding for the ambassadorial seminar and Deputy 
Chief of Mission course as provided in section 5; and 
(3) publicly available documents and informa-
tion, as appropriate, for civil society, nongovern-
mental organizations, academic institutions, and 
other stakeholders to assist with the Department’s 
development of best practices. 
SEC. 10. HIGH-THREAT POSTS. 
(a) SENSE OF CONGRESS.—It is the sense of Con-
gress that— 
(1) the global diplomatic presence of the United 
States includes several hundred diplomatic and con-
sular posts, including embassies, consulates, and 
missions; 
(2) the United States maintains diplomatic and 
consular posts in potentially volatile areas, including 
those designated ‘‘high risk, high threat’’ due to se-
curity concerns; 
(3) a sufficient United States diplomatic pres-
ence in high-risk areas is critical to the Depart-
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ment’s efforts to prevent and address crises abroad 
and to ensure United States national security; 
(4) the Department should make every effort to 
safely maintain a physical presence in high-risk 
areas; and 
(5) drawdowns of personnel at United States 
diplomatic missions in posts experiencing conflict or 
emergency conditions should be done in a manner 
that maintains the Department’s commitment to na-
tional security and foreign policy and supports De-
partment personnel. 
(b) PLAN TO ASSESS DIPLOMATIC MISSIONS EXPE-
RIENCING OR VULNERABLE TO CONFLICT OR EMERGENCY 
CONDITIONS.— 
(1) IN
GENERAL.—The Secretary should de-
velop as necessary a Department-wide plan for as-
sessing staffing resources needed at diplomatic mis-
sions in posts experiencing conflict or emergency 
conditions. 
(2) MATTERS TO BE INCLUDED.—The plan re-
quired by this subsection should include the fol-
lowing: 
(A) An assessment of functions, if any, 
that can be offshored, as consistent with the 
subsection (a). 
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(B) Options to extend 1-year tours with 
virtual assignments. 
(C) An assessment of the benefits and 
risks of potential offshoring, including when it 
affects— 
(i) diplomatic engagement and the ad-
vancement of United States national secu-
rity and foreign policy interests; 
(ii) productivity from regular turnover 
at posts; and 
(iii) longer-term planning. 
(c) STAFFING REVIEW.—The Secretary should— 
(1) require each Chief of Mission serving in 
high-threat posts to review, not less than once annu-
ally, every staff element under Chief of Mission au-
thority, including staff from other departments or 
agencies of the United States, and recommend ap-
proval or disapproval of each staff element in ac-
cordance with section 409(a) of the Department of 
State and Related Agency Appropriations Act, 2005 
(22 U.S.C. 3927a(a)); and 
(2) implement a process that includes an eval-
uation and assessment of which functions could be 
offshored, consistent with subsection (a), and sets 
appropriate staffing levels in accordance with section 
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