Professional Documents
Culture Documents
QDDR Leading Through Civilian Power November 2010
QDDR Leading Through Civilian Power November 2010
QDDR Leading Through Civilian Power November 2010
Leading through
Civilian Power
2010 Quadrennial Diplomacy
& Development Review
2010 2014 2018 2022
Overview
1
Consultation Draft November 2010
To lead in this new century, we must
often lead in new ways.
Secretary of State Hillary Rodham Clinton
September 8, 2010
2
CONSULTATION DRAFT/NODIS
Presentation Contents
What is the QDDR?
Working Smarter
•Recruiting, Training and Retaining a 21st Century Workforce
•Reforming Contracting and Procurement
•Planning and Budgeting for Results
•Planning and Budgeting with the Department of Defense to Meet National Security Requirements
Integrated Power
Implementation
3
CONSULTATION DRAFT/NODIS
What is the QDDR?
Secretary Clinton launched the Quadrennial Diplomacy and
Development Review (QDDR) to improve the efficiency and
effectiveness of State and USAID in delivering results for the
American taxpayer, by modernizing their capabilities and
aligning their efforts as core pillars of America’s civilian power
4
CONSULTATION DRAFT/NODIS
Trends Reshaping the Global Landscape
• Technological innovation
The Pace of Global Events Has • New connectivity
Accelerated • Evolving role of public opinion
5
CONSULTATION DRAFT/NODIS
QDDR Driving Ideas
Effective Civilian Power • Diplomacy and development must be mutually reinforcing
A New Approach to • Embracing and leveraging the contributions of all U.S. agencies
Interagency Collaboration operating overseas and coordinating their efforts in-country
Adapt and Thrive in a Rapidly • Anticipating, preventing and responding with flexible, rapid and
Changing World integrated capabilities
CONSULTATION DRAFT/NODIS 6
Adapting Diplomacy to Meet 21st Century
Challenges
CONSULTATION DRAFT/NODIS 7
Building a New Global Architecture of Cooperation
Challenge
• The current international order was created for the world of 1945
CONSULTATION DRAFT/NODIS 8
Adapting Diplomacy to Meet 21st Century Challenges
A New Approach to Interagency Collaboration
CONSULTATION DRAFT/NODIS 9
Adapting Diplomacy to Meet 21st Century Challenges
Organizing the State Department to Address
21st Century Challenges
• The changing global context and • Prioritize energy—including energy security and energy access—by
today’s pressing challenges require consolidating all energy matters into a Bureau of International Energy Affairs
a different approach and distinct
capabilities
• Increase focus on the use of illicit financial networks by consolidating efforts
under a Special Coordinator for Sanctions and Illicit Finance
CONSULTATION DRAFT/NODIS 10
Adapting Diplomacy to Meet 21st Century Challenges
United States
Secretary of State
(S)
Department of State
United States Agency for
United States Permanent Counselor and Chief of Staff
International Development
Representative to the United Nations (S/COS)
(USAID)
(USUN)
Administrator
Executive Secretariat
(S/ES)
Executive Secretary
Under Secretary for Arms Control Under Secretary for Public Under Secretary for Civilian
Under Secretary for Political Affairs Under Secretary for Economic Under Secretary for Management
and International Security Affairs Diplomacy and Public Affairs Security, Democracy and Human
(P) Growth, Energy and Environment (M)
(T) (R) Rights
Population, Refugees
European and Eurasian International Information and Migration
Western Hemisphere Affairs International Energy Political-Military Affairs Consular Affairs Medical Services
Affairs Programs (PRM)
(WHA) Affairs (PM) (CA) (M/MED)
(EUR) (IIP) Assistant Secretary
Assistant Secretary Assistant Secretary Assistant Secretary Assistant Secretary Director
Assistant Secretary Coordinator
(encompasses S/IEC and
S/EEE)
Human Resources
International Narcotics and
(HR)
Law Enforcement
Director General of the
(INL)
Foreign Service and Director
Assistant Secretary
of Human Resources
Office of
War Crimes Issues
(S/WCI)
Ambassador at Large
Office for Office of Office of Global Office of Global Office of
Intelligence and Office of the Office of Office of Office of Policy
Legislative Affairs Counterterrorism U.S. Foreign Assistance AIDS Coordinator Womens Issues Inspector General
Research Chief of Protocol Civil Rights (S/CT) Legal Adviser Planning
(H) (F) (S/GAC) (S/GWI) (OIG)
(INR) (S/CPR) (S/OCR) Coordinator and Director Ambassador at Large (L) (S/P)
Assistant Secretary Ambassador at Inspector General
Assistant Secretary Ambassador Director Ambassador at Large Legal Adviser Director
Large
11
Adapting Diplomacy to Meet 21st Century Challenges CONSULTATION DRAFT/NODIS
Engaging Beyond the State
QDDR Response
Challenge
• Integrate public diplomacy as a core diplomatic mission
• Public opinion increasingly matters in overseas throughout the State Department and particularly in regional
domestic and international politics, even in bureaus
authoritarian states
• Implement a 21st century statecraft agenda with particular focus
• Non-state actors, ranging from non- on technology, women and girls, and community diplomacy
governmental organizations to businesses,
religious groups to community organizations, are
playing an ever greater role in international • Revise the current risk management posture to enable State,
affairs USAID and other civilian officials to engage more broadly—yet
responsibly—with communities
• Diplomats must have the time, tools and
capabilities to advance US interests beyond the • Provide personnel with communication tools for 21st century
capitol engagement
• Make it easier for the private sector to partner with the U.S.
Government
CONSULTATION DRAFT/NODIS 12
Adapting Diplomacy to Meet 21st Century Challenges
Reforming Development to Deliver Results
USAID Global Presence
13
CONSULTATION DRAFT/NODIS
Greater Coordination and Focus
CONSULTATION DRAFT/NODIS 14
Reforming Development to Deliver Results
High Impact Development
QDDR Response
• Focus on partnerships, not patronage, by expanding
Challenge collaboration with: national and local governments;
• Country ownership is critical to achieving sustainability bilateral, multilateral and private donors; and in-country
local implementers
• The number and types of actors in the development arena
continues to increase, but coordination has not kept pace • Innovation as a driver of sustainable development:
incentivize, incubate, scale, and leverage science and
technology
• Today’s international landscape requires more development
• Establish Development Innovation Ventures (DIV) to
entrepreneurs like those who helped lead the Green Revolution
develop breakthrough ideas and game changing
and develop oral rehydration therapy
approaches within USAID and the development
community
• Successful development programs must be scalable and • Engage professionals from leading academic
sustainable institutions, social entrepreneurial ventures and the
private sector to work with USAID through an
• Development has evolved into a measurable discipline, requiring Innovation Fellowship program
evaluation, monitoring and results
• Measure outcomes, not inputs
• Monitoring and evaluation capabilities
• Transparency
• Sustained commitment for results
CONSULTATION DRAFT/NODIS 15
Reforming Development to Deliver Results
Building USAID as the World’s Premier
Development Agency
QDDR Response
• Advance the following QDDR reforms, introduced as part of USAID Forward:
• Reduced capacity has increased reliance • Build budget capacity through the Office of Budget and Resource
on contracting to fulfill USAID’s mission Management, to prepare a comprehensive USAID budget proposal by FY13,
to be reviewed and approved by the Secretary and Deputy Secretary and
incorporated into the overall assistance budget
• Other U.S. agencies and offices have
assumed roles that affect USAID’s
programming • Create a Working Capital Fund by charging a fee for acquisition and
assistance awards to help align and fund USAID programs
CONSULTATION DRAFT/NODIS 16
Reforming Development to Deliver Results
Preventing and Responding to Crisis, Conflict
and Instability
17
*Not an official USG product CONSULTATION DRAFT/NODIS
Embrace Conflict Prevention and Response as a
Core Mission
Challenge
QDDR Response
• Crisis, conflict and instability in the world threaten U.S. interests and
national security • Recognize conflict prevention and response as a
distinct discipline
• Since the end of the Cold War, State and USAID have steadily taken
on more missions in dangerous places, focusing on conflict • Build a center of excellence, compiling knowledge
prevention, mitigation and resolution, stabilization, facilitating and best practices on conflict prevention
political transitions, and protecting displaced populations
• Better support embassies and USAID missions for
• More than 25 percent of State Department and 38 percent of USAID crisis and conflict prevention and response
officers serve in the 30 countries classified as highest risk for conflict
and instability • Establish an Under Secretariat for Civilian Security,
Democracy, and Human Rights
• As the speed, scope, and scale of conflicts and crises increase, State
and USAID need a new approach to conflict and crisis prevention • Recognize the role of women in conflict prevention
and response and recovery
• Investments in civilian activities today can avert costly military • Strengthen security and justice sector assistance
interventions tomorrow capability as key prevention and response tool
CONSULTATION DRAFT/NODIS 18
Preventing and Responding to Crisis, Conflict and Instability
Prepare State and USAID for
Crisis Response and Prevention
QDDR Response
Challenge • Lead agency approach: State will lead in political and security crises
• Adopting crisis response and prevention as and conflicts; USAID will lead in humanitarian crises caused by large-
a core mission requires new tools, training, scale natural disasters, famines, disease, etc. USAID drives humanitarian
personnel and ways of doing business, both response under State lead in acute political and security situations like
in Washington and in the field Pakistan
• We have not successfully institutionalized • Consolidate State expertise into a Bureau for Crisis and Conflict
mechanisms and approaches that can be Operations (CCO) encompassing the operations of S/CRS and crisis and
applied across a range of crises and conflict prevention capabilities
conflicts
• Build deployable civilian surge capability by making the Civilian
• We need to recruit and train technical Response Corps more flexible and cost-effective
experts, and institutionalize structures that
ensure our work delivers the best results • Expand the USAID Office of Transition Initiatives (OTI) and reinforce in-
country reporting to the Chief of Mission
• As the CCO bureau evolves, review the best location to support and
fulfill the political mandate of OTI
CONSULTATION DRAFT/NODIS 19
Preventing and Responding to Crisis, Conflict and Instability
Working Smarter
Department of State
and USAID Presence
20
CONSULTATION DRAFT/NODIS
Recruiting, Training and Retaining a
21st Century Workforce
QDDR Response
• Close the experience gap by tripling mid-level hires in the
Development Leadership Initiative at USAID and expanding
Challenge
limited-term appointments at State
• U.S. diplomats and development experts are the
backbone of America’s civilian power. State and USAID • Recruit and retain highly skilled Foreign Service Nationals
must recruit, train and retain a 21st century workforce by creating expert level positions at USAID
• Over the past five years, State and USAID have been • Seek more flexible hiring authorities to attract expertise;
called upon to significantly expand their presence and enlarge the pool of candidates with specialized skills
operations in frontline states such as Afghanistan,
Pakistan, and Iraq
• Expand Foreign Service Officer conversion opportunities
for State Department Civil Service and Foreign Service
• Global civilian operations require a workforce that is personnel
ever more innovative, entrepreneurial, collaborative,
agile and capable of taking and managing risk
• Tie promotion to training and expand the range of training
opportunities
CONSULTATION DRAFT/NODIS 21
Working Smarter
Reforming Contracting and Procurement
• Much of what used to be the inherent work of • Enhance competition for contracts by broadening the partner
government has been sourced to private base through smaller and more focused awards by USAID and
actors—both for-profit and not-for-profit dividing large State contracts into discrete units
• Contracts and grants themselves have become • Leverage increased use of local partner country systems to
high-profile instruments of U.S. diplomacy and strengthen local government, civil society and private sector
development capacity
CONSULTATION DRAFT/NODIS 22
Working Smarter
Planning and Budgeting for Results
QDDR Response
Challenge • Elevate strategic planning by charging State’s and USAID’s policy planning
• Ability to make sound decisions offices—together with the Deputy Secretary for Management and Resources—
while maximizing the impact of with responsibility for developing high-level guidance that leads to a joint
resources is essential to fulfilling State/USAID Strategic Plan
our mission
• Based on the guidance and Joint Strategic Plan, Chiefs of Mission will produce a
• State and USAID must both multiyear Integrated Country Strategy that combines all elements of country-
rationalize and improve planning level planning into a single strategy. USAID will lead the formulation of the
and budgeting processes development component of Integrated Strategies
• The ability to publicly justify State • Integrated Country Strategies will serve as the basis for mission and bureau
and USAID activities and budget requests
demonstrate results requires
expanded measurement and • State and USAID must both strengthen and rationalize planning and budgeting
evaluation capabilities and processes
evidence-based decision-making
• State and USAID will emphasize results by measuring outcomes—not inputs—
and improving monitoring and evaluation capabilities
CONSULTATION DRAFT/NODIS 23
Working Smarter
Planning and Budgeting with the Department of Defense
to Meet National Security Requirements
CONSULTATION DRAFT/NODIS 24
Working Smarter
Implementation
The Deputy Secretary for Management and Resources and the USAID
Administrator will oversee QDDR implementation
Secretary Clinton is committed to ensuring these changes are made and the
benefits of civilian power are realized
CONSULTATION DRAFT/NODIS 25
Our security depends upon diplomats who
can act in every corner of the world, from
grand capitals to dangerous outposts;
development experts who can strengthen
governance and support human dignity; and
intelligence and law enforcement that can
unravel plots, strengthen justice systems, and
work seamlessly with other countries.
President Barack Obama
May 27, 2010
26
CONSULTATION DRAFT/NODIS