Joint Strategic Plan FY 2018 2022 PDF

JOINT STRATEGIC PLAN
FY 2018 - 2022
U.S. Department of State
U.S. Agency for International Development
F E B R UA RY 2 0 1 8
STATE-USAID JOINT STRATEGIC GOAL FRAMEWORK
Goal 1: Protect America’s Security at Home and Abroad
1.1: Counter the 1.2: Defeat ISIS, al- 1.3: Counter 1.4: Increase capacity 1.5: Strengthen U.S.
Proliferation of Qa’ida and other instability, and strengthen border security and
Weapons of Mass Transnational terrorist transnational crime, resilience of our protect U.S. citizens
Destruction (WMD) organizations, and violence that partners and allies to abroad
and their Delivery and counter state- threaten U.S. interests deter aggression,
Systems sponsored, regional, by strengthening coercion, and malign
and local terrorist citizen-responsive influence by state and
groups that threaten governance, security, non-state actors
U.S. national security democracy, human
interests rights, and rule of law
Goal 2: Renew America’s Competitive Advantage for Sustained Economic Growth and Job Creation
2.1: Promote American prosperity by 2.2: Promote healthy, educated and 2.3: Advance U.S. economic security
advancing bilateral relationships and productive populations in partner by ensuring energy security,
leveraging international institutions countries to drive inclusive and combating corruption, and promoting
and agreements to open markets, sustainable development, open new market-oriented economic and
secure commercial opportunities, and markets and support U.S. prosperity and governance reforms
foster investment and innovation to security objectives
contribute to U.S. job creation
Goal 3: Promote American Leadership through Balanced Engagement
3.1: Transition nations from 3.2: Engage international 3.3: Increase partnerships 3.4: Project American values
assistance recipients to fora to further American with the private sector and and leadership by
enduring diplomatic, values and foreign policy civil society organizations to preventing the spread of
economic, and security goals while seeking more mobilize support and disease and
partners equitable burden sharing resources and shape foreign providing humanitarian
public opinion relief.
Goal 4: Ensure Effectiveness and Accountability to the American Taxpayer
4.1: Strengthen the 4.2: Provide modern and 4.3: Enhance workforce 4.4: Strengthen security and
effectiveness and secure infrastructure and performance, leadership, safety of workforce and
sustainability of our operational capabilities to engagement, and physical assets
diplomacy and development support effective diplomacy accountability to execute
investments and development our mission efficiently and
effectively
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TABLE OF CONTENTS
Message from the Secretary ...............................................................................................11
Message from the Administrator .....................................................................................13
Overview ....................................................................................................................................15
Mission Statements ................................................................................................................19
Stakeholder Engagement .....................................................................................................19
Use of Evidence .......................................................................................................................21
Goal 1: Protect America’s Security at Home and Abroad .....................................23

Strategic Goal Overview .............................................................................................................23
Strategic Objective 1.1: Counter the Proliferation of Weapons of Mass Destruction
(WMD) and their Delivery Systems .........................................................................................24
Strategic Objective Overview .....................................................................................................24
Strategies for Achieving the Objective ......................................................................................24
Cross-Agency Collaboration ......................................................................................................25
Risk ................................................................................................................................................25
Performance Goals ......................................................................................................................25
Strategic Objective 1.2: Defeat ISIS, al-Qa’ida and other transnational terrorist
organizations, and counter state-sponsored, regional, and local terrorist groups that
threaten U.S. national security interests ................................................................................25
Strategies for Achieving this Objective .....................................................................................26
Risk ................................................................................................................................................27
Strategic Objective 1.3: Counter instability, transnational crime, and violence that
threaten U.S. interests by strengthening citizen-responsive governance, security,
democracy, human rights, and the rule of law .....................................................................27
Risk ................................................................................................................................................29
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Strategic Objective 1.4: Increase capacity and strengthen resilience of our partners
and allies to deter aggression, coercion, and malign influence by state and
non-state actors ..........................................................................................................................29
Risk ................................................................................................................................................31
Strategic Objective 1.5: Strengthen U.S. border security and protect U.S. citizens
abroad ......................................................................................................................31
Risk ................................................................................................................................................33
Goal 2: Renew America’s Competitive Advantage for Sustained Economic

Growth and Job Creation ....................................................................................................35
Strategic Objective 2.1: Promote American prosperity by advancing bilateral
relationships and leveraging international institutions and agreements to open
markets, secure commercial opportunities, and foster investment and innovation to
contribute to U.S. job creation .................................................................................................36
Cross Agency Collaboration ......................................................................................................37
Risk ................................................................................................................................................37
Strategic Objective 2.2: Promote healthy, educated and productive populations in

partner countries to drive inclusive and sustainable development, open new markets
and support U.S. prosperity and security objectives ...........................................................38
Risk ................................................................................................................................................39
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Strategic Objective 2.3: Advance U.S. economic security by ensuring energy security,
combating corruption, and promoting market-oriented economic and governance
reforms .........................................................................................................................................40
Risk ................................................................................................................................................42
Goal 3: Promote American Leadership through Balanced Engagement .........45

Strategic Objective 3.1: Transition nations from assistance recipients to enduring
diplomatic, economic, and security partners ........................................................................45
Risk ................................................................................................................................................46
Strategic Objective 3.2: Engage international fora to further American values and
foreign policy goals while seeking more equitable burden sharing .................................46
Risk ................................................................................................................................................47
Strategic Objective 3.3: Increase partnerships with the private sector and
civil-society organizations to mobilize support and resources and shape foreign
public opinion ..............................................................................................................................48
Risk ................................................................................................................................................49
Strategic Objective 3.4: Project American values and leadership by preventing the
spread of disease and providing humanitarian relief ..........................................................49
Risk ................................................................................................................................................50
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Goal 4: Ensure Effectiveness and Accountability to the American

Taxpayer .....................................................................................................................................53
Strategic Objective 4.1: Strengthen the effectiveness and sustainability of our
diplomacy and development investments .............................................................................53
Risk ................................................................................................................................................55
Strategic Objective 4.2: Provide modern and secure infrastructure and operational
capabilities to support effective diplomacy and development .........................................56
Risk ................................................................................................................................................57
Strategic Objective 4.3: Enhance workforce performance, leadership, engagement,

and accountability to execute our mission efficiently and effectively .............................58
Risk ................................................................................................................................................59
Strategic Objective 4.4: Strengthen security and safety of workforce and physical
assets .............................................................................................................................................59
Risk ................................................................................................................................................61
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MESSAGE FROM THE SECRETARY
I am pleased to submit the Joint Strategic Plan of to achieve sustained economic growth and job
the U.S. Department of State and the United States creation. We must promote American leadership
Agency for International Development (USAID) through balanced engagement and principled re-
for Fiscal Years 2018 to 2022. The Department alism to ensure the effectiveness of our mission
and USAID share the goal of promoting and and accountability to the American taxpayer. The
demonstrating democratic values and advancing Joint Strategic Plan (JSP) articulates these foreign
a free, peaceful, and prosperous world on behalf policy and development priorities, thereby plac-
of the American people. Together we work to ing strategic clarity, operational effectiveness, and
advance America’s interests by strengthening our accountability to the American people. The JSP
allies and alliances, deepening our security rela- also identifies performance goals against which
tionships, and countering threats to the American we will measure our progress.
people and our homeland. Our agencies cooper-
ate closely to ensure that our foreign policy and Driven by our democratic principles, the Depart-
development activities are successfully achieving ment of State and USAID will work to achieve
the objectives of the National Security Strategy of the goals of the JSP. Doing so with the utmost
the United States. effectiveness requires future-focused leadership, a
closer alignment of resources with strategic pri-
The United States faces a 21st century global en- orities, and modernized tools and systems that
vironment that presents challenges to our nation- allow us to better utilize our time and succeed in
al and economic security from traditional state our mission. I have confidence our foreign pol-
actors, as well as unconventional threats from icy and development goals will be accomplished
non-state actors. Regardless of the forms these through the efforts of our patriotic and dedicated
threats take, or the methods they use, we must re- Department of State and USAID personnel, who
main vigilant against those who would do harm serve faithfully each day to ensure our citizens’
to our nation, our people, and our way of life. We right to life, liberty, and pursuit of happiness.
must leverage America’s competitive advantages
Rex W. Tillerson
Secretary of State
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MESSAGE FROM THE ADMINISTRATOR
For over half a century, the United States Agen- Under this plan, USAID programs support broad-
cy for International Development (USAID) has er efforts to counter the drivers of violence and
played a critical role in furthering American in- instability; respond to the challenges caused by
terests around the globe. USAID is the world’s displacement and mass migration; and strengthen
leading development and humanitarian assis- citizen-responsive governance, democracy, and
tance agency, and an important contributor to the human rights, to underpin global stability.
objectives of the National Security Strategy of the
United States. Our work will also support U.S. Government ef-
forts to combat corruption, transnational crime,
Our development assistance has helped countries and extremism that threaten American citizens
increase educational attainment, boost life expec- and our economy. It will help prevent global out-
tancy, reduce poverty, and transition from being breaks and epidemics of infectious disease be-
aid recipients to become economic and security fore they reach our borders, as part of the Global
partners. Health Security Agenda.
While America faces an unprecedented array of We will help create markets for American jobs
national security threats, USAID’s international and services by promoting inclusive economic
development efforts support the U.S. Govern- growth and development abroad.
ment’s response to counter and prevent them.
We will continue to project American values by
Our ultimate goal is a future in which foreign as- responding to humanitarian crises, combatting
sistance is no longer needed. We are working to- human trafficking, working to end preventable
ward a world of safe, prosperous, self-reliant, and child and maternal death, and halting the spread
economically integrated countries that work to- of HIV/AIDS as part of the President’s Emergency
gether to solve common problems. I believe that Plan for AIDS Relief (PEPFAR).
reaching the goals outlined in this Joint Strategic
Plan (JSP) will move us closer to that day. USAID We will do all of this while stressing our respon-
is committed to working hand-in-hand with the sibility and accountability in managing taxpayer
Department of State to achieve the strategic goals funds.
and objectives in the JSP.
This JSP will ensure USAID remains an indis-
pensable force of good in the world, a critical tool
in the United States’ national-security toolbox,
and, perhaps most important, help create a world
in which one day foreign assistance will no longer
be needed.
Mark Green
USAID Administrator
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OVERVIEW
The Department of State is the lead U.S. foreign organizations, private companies, academic insti-
affairs agency within the Executive Branch and tutions, faith-based groups, and non-governmen-
the lead institution to conduct American diplo- tal organizations (NGOs). The Secretary of State
macy. Established by Congress in 1789 and head- and USAID Administrator are appointed by the
quartered in Washington, D.C., the Department is President and confirmed by the Senate.
the oldest and most senior executive agency of the
U.S. Government. The head of the Department, As the world’s premier international development
the Secretary of State, is the President’s princi- agency and a catalytic actor driving development
pal foreign policy advisor. The Secretary imple- results, USAID supports U.S. national security
ments the President’s foreign policies worldwide and economic prosperity, demonstrates American
through the Department and its employees. The generosity, and promotes a path to self-reliance
Department of State protects and advances the and resilience. USAID plays a critical role in our
interests of American citizens and America’s sov- nation’s efforts to ensure stability, prevent conflict
ereignty by: and build citizen-responsive local governance.
Through the Agency’s work and that of its partner
• Leading and uniting the free world around organizations, development assistance from the
American values to uphold liberty; American people is transforming lives, commu-
nities, and economies around the world. USAID’s
• Strengthening our allies and alliances;
investments in evidence-based programs are:
• Deepening our security relationships and
partnerships around the world; • Providing humanitarian assistance -- with
relief that is timely and effective in response
• Countering threats and adversaries; to disasters and complex crises;
• Creating enduring advantages at home by • Promoting global health -- through
opening markets abroad; activities that save lives and protect
• Helping developing nations establish Americans at home and abroad;
investment and export opportunities for • Supporting global stability -- work that
American businesses; and advances democracy and good governance,
• Preserving peace through international and helps to promote sustainable
cooperation on global security challenges development, economic growth, and peace;
such as nuclear proliferation, terrorism, • Catalyzing innovation and partnership --
human trafficking, and the spread of by identifying new and innovative ways to
pandemics (including HIV), humanitarian engage with the private sector; and
crises, and narcotics trafficking.
• Empowering women and girls and
As the U.S. Government’s lead international de- protecting life -- through support for
velopment and humanitarian assistance agency, women’s equal access to opportunities and
the United States Agency for International De- implementation of the “Protecting Life in
velopment (USAID) helps societies realize their Global Health Assistance” policy.
potential. USAID plans its development and as-
sistance programs in coordination with the De-
partment of State and collaborates with other U.S.
government agencies, multilateral and bilateral
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OVERVIEW
The Department of State and USAID are pleased

to provide this Joint Strategic Plan (JSP) for Fis-
cal Years (FY) 2018 to 2022, which sets forth the
Secretary of State’s and USAID Administrator’s
vision and direction for both organizations in the
coming years.
The JSP supports the policy positions set forth

by President Trump in the National Security
Strategy and presents how the Department and
USAID will implement U.S. foreign policy and
development assistance.
The JSP will be used by the Department and US-

AID as a management tool to define success in
international diplomacy and development, and
as the foundation against which we will measure
progress made towards the goals and objectives
set forth herein. The JSP is also the guiding
document for the development of all bureau and
mission strategic plans for FY 2018-2022.
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MISSION STATEMENTS
Department of State USAID

Mission Statement Mission Statement
On behalf of the American people, we pro- On behalf of the American people, we pro-
mote and demonstrate democratic values mote and demonstrate democratic values
and advance a free, peaceful, and prosperous abroad, and advance a free, peaceful, and
world. prosperous world.
The U.S. Department of State leads America’s In support of America’s foreign policy, the
foreign policy through diplomacy, advocacy, U.S. Agency for International Development
and assistance by advancing the interests of leads the U.S. Government’s international
the American people, their safety and eco- development and disaster assistance through
nomic prosperity. partnerships and investments that save lives,
reduce poverty, strengthen democratic gover-
nance, and help people emerge from humani-
tarian crises and progress beyond assistance.
STAKEHOLDER ENGAGEMENT
The Joint Strategic Plan (JSP) is shaped by Pres- the strategic objectives based on guidance provid-
idential directives and policies, the December ed by senior leadership. To ensure equities were
2017 National Security Strategy, previous strate- represented, all bureaus at both agencies were
gic planning efforts, and ongoing Department of invited to provide input and feedback on the JSP.
State’s Impact Initiative and USAID’s ReDesign In addition, senior officials of the Department
efforts aligned to the Office of Management and and USAID met with representatives from eigh-
Budget’s M-17-22 “Comprehensive Plan for Re- teen interagency partners1 to analyze and discuss
forming the Federal Government and Reducing the strategic objectives of the FY 2018-2022 Joint
the Federal Civilian Workforce.” The Department Strategic Plan. The Department and USAID also
and USAID developed this JSP through a consul- engaged their Congressional oversight commit-
tative process involving the senior leadership of tees to explain the goals and objectives of this
the two agencies. Representatives from key bu- planning effort.
reaus at the Department and USAID developed
1 Interagency partners include U.S. Departments of Commerce, Defense, Energy; Health and Human Services-Office of Global
Affairs , Homeland Security, Justice, Labor, Treasury, Broadcasting Board of Governors, Export-Import Bank, Foreign Claims
Settlement Commission, Intelligence Community, select Multilateral Development Banks, the Overseas Private Investment Cor-
poration (OPIC), U.S. Institute of Peace (USIP), Millennium Challenge Corporation (MCC), Peace Corps; and the U.S. Trade
and Development Agency.
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USE OF EVIDENCE
The Department of State and USAID draw upon mation will be even more reliable for informing
evidence from a host of internal and external decisions to implement this strategy.
sources to inform, guide, and implement this
strategy. The Department and USAID review and The Department and USAID are planning for
assess current environments, our partners’ capa- future evidence building and have a number of
bilities and gaps, and ongoing U.S. and interna- evaluations planned across a diverse set of pro-
tional programmatic and operational efforts to grams and activities. These evaluations will iden-
identify and achieve shared objectives. Evaluation tify whether and why activities achieve desired
findings, monitoring data, and other assessments outcomes, document the potential of innovative
measure how programs and projects benefit com- approaches, and assess customer satisfaction on
munities and groups; how changes in the contexts service delivery.
may affect the success of projects; and how inter-
ventions and diplomatic activities support host USAID uses evaluation for many purposes and
countries on their own journeys to build peace, produces over 100 evaluation reports each year.
self-reliance, and prosperity. Accountability Re- The most common uses are to inform decisions
view Boards and timely third-party information about ongoing project management, the design
and analysis from other U.S. government agen- of new projects or activities, and to judge project
cies, host country partners, other donor agencies, performance. USAID evaluations also influence
and NGOs also inform strategies, programs, and decisions by host governments and other donors,
operations. Key sources of information include document good practices and lessons learned,
foreign government officials, local NGOs and and inform country or sector strategies. Inde-
businesses that the Department of State and US- pendent evaluations are required for all USAID
AID personnel in the field communicate with ev- projects, whether at the whole of project level or
ery day. This evidence is captured in diplomatic to examine a specific activity within a project, and
reporting and in publicly available reports such as therefore there are USAID evaluations spanning
annual country Investment Climate Statements. all programmatic areas.
Effectiveness, accountability, learning, and trans- To better understand the effectiveness of our pro-
parency are the central principles that drive our grams, the Department will be evaluating pro-
use of evidence and data to achieve this strategy. grams in areas to include stabilization efforts,
Over the long term, the Department and USAID gender-based violence, trade projects, security
will continue to collect evidence from a variety of sector, and criminal justice reform. Through im-
sources, including monitoring and evaluation of plementing recommendations from these eval-
operations and foreign assistance projects to as- uations, the Department will improve program
sess whether programs, processes, and functions methodology, deployment strategies, service de-
are performing as expected and why. Monitoring livery, and the efficiency and effectiveness of re-
and evaluation assure accountability, identify best source allocation.
practices, assess return on investment, and in-
form policy and planning decisions. Once efforts Additional information on the Department of
to strengthen systems for collecting evidence on State and USAID’s use of evidence and evaluation
foreign assistance programs per the 2016 Foreign is available in the Congressional Budget Justifica-
Aid Transparency and Accountability Act are ful- tion (Annexes 1 and 2) and in the Annual Per-
ly implemented by the Department and USAID, formance Plan (APP) and Annual Performance
evidence from monitoring and evaluation infor- Report (APR).
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GOAL 1:
PROTECT AMERICA’S SECURITY AT HOME
AND ABROAD
Strategic Goal Overview tional terrorist groups that threaten the American
homeland.
Protecting the security of all Americans is the Ad-
ministration’s highest priority. The United States The Department and USAID must address the
will remain a global superpower that advances a conditions that enable these threats to persist.
stable and prosperous world built upon strong, Through diplomacy and development, the De-
sovereign, and resilient nations who respect each partment and USAID work to reduce poor gov-
other’s independence and work together to up- ernance and weak institutions, lack of economic
hold international norms. Today, the United opportunity, corruption, and persistent human
States and our allies face many threats, including rights abuses, which otherwise contribute to
rogue states seeking to acquire weapons of mass transnational crime, illegal immigration, and the
destruction; terrorists seeking to advance hate- spread of pandemic diseases. We work together
ful ideologies; drug traffickers seeking to profit with countries to address significant challenges
on weak borders; and cyber criminals seeking to and crises such as natural disasters, water scar-
exploit the openness of the Internet. We are com- city, and land degradation, which can exacerbate
mitted to sustaining and strengthening America’s political instability and social unrest. The United
longstanding alliances while forging new ones to States alone cannot solve these problems. We will
counter these and other threats. The Department use American influence and selectively target our
of State and USAID will oppose state and non- resources to address instability in regions vital to
state rivals who seek to sow instability and uproot U.S. strategic interests. We will press America’s
the security and prosperity of the United States national and regional partners to take greater
and its allies. A stable and prosperous world de- responsibility for directly addressing the under-
pends upon strong, sovereign, and resilient na- lying causes of violence, extremism, and fragility
tions who respect each other’s independence and in their regions. While nations must chart their
work together to uphold international norms. own paths, the United States will support those
that seek to bolster the rights and democratic as-
The gravest threats to U.S. national security are pirations of their people and assist them along
the spread of weapons of mass destruction and their journey to self-reliance, while recognizing
terrorism. The threat of nuclear war remains a that societies that empower women to participate
grim reality and must be countered. North Ko- fully in civic and economic life are more prosper-
rea’s unlawful nuclear and ballistic missile pro- ous and peaceful.
grams pose a direct threat to the foundations of
international peace and security. Iran’s aggressive America has long been a force for good in the
development and testing of sophisticated ballistic world and a champion of effective and account-
missiles is in defiance of United Nations (UN) Se- able democratic governance, rule of law, econom-
curity Council Resolutions. The Department will ic freedom, and resilience. American leadership,
continue to marshal international efforts to iso- diplomacy and development are indispensable to
late North Korea, Iran, and other states that seek prevent and mitigate unforeseen crises and de-
to acquire weapons of mass destruction (WMD) liver sustainable security and prosperity for the
unlawfully. The Department and USAID will ad- American people and the homeland, and preserve
vance the overall U.S. strategy to defeat the Islam- the American way of life.
ic State of Iraq and Syria (ISIS) and other transna-
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GOAL 1: PROTECT AMERICA’S SECURITY AT HOME AND ABROAD
At the same time, the Department will work to a nuclear weapon or develops an ICBM, the latter
protect American citizens and interests overseas. of which was primarily designed to deliver a nu-
Consular and infrastructure protection programs clear payload.
play a critical role in protecting American bor-
ders, transportation systems, and critical infra- In addition to traditional WMD threats, emerging
structure. The Department will ensure robust technologies blur the lines between materials and
consular policies and systems; strengthen borders equipment that can be used either for commer-
to protect the homeland; and will work with part- cial use or for conventional and nuclear weapons.
ners to deny access to individuals who pose risks Worldwide availability of chemical agents and
to U.S national security. dangerous pathogens, access to dual-use life sci-
ence research, and individuals and networks that
make use of geographic smuggling pathways and
Strategic Objective 1.1: Counter the illicit business relationships to profit from WMD
Proliferation of Weapons of Mass proliferation complicate this task. The United
Destruction (WMD) and their States must stop this spread of WMD and counter
Delivery Systems these threats to U.S. and international security.
Strategic Objective Overview Strategies for Achieving the Objective
Proliferant states and terrorist groups are acquir- The Department will pursue diplomatic solutions
ing or seeking to acquire increasingly dangerous to proliferation challenges, and rally international
weapons to threaten American interests or the U.S. support for sanctions against proliferant nations.
homeland directly. North Korea recently devel- The threat posed by North Korea’s unlawful nucle-
oped an intercontinental ballistic missile (ICBM) ar and ballistic missile programs requires imme-
with the stated objective of striking the United diate international attention and the Department
States. Its unlawful nuclear and ballistic missile continues to urge all countries to cut diplomatic,
programs pose an urgent threat to international financial, economic, and military ties with North
security. Multiple countries possess clandestine Korea. We will continue to lead efforts to impose
chemical or biological programs in violation of and enforce sanctions – whether nationally, in
international conventions or commitments, and conjunction with like-minded states, or through
the Syrian regime and ISIS have deployed chemi- the UN Security Council – on principal sectors of
cal weapons. ISIS and other terrorist groups seek the North Korean economy, or on entities and in-
to use nuclear, radiological, chemical, and bio- dividuals supporting North Korea’s proliferation
logical materials in terrorist attacks, including on programs.
the homeland. Iran is aggressively pursuing the
development and testing of sophisticated ballistic The Department will continue efforts to strength-
missiles that may be capable of delivering nuclear en and improve international weapons conven-
weapons. Iran’s proliferation of advanced missiles tions, nonproliferation treaties, and multilateral
and missile technologies to its proxies and part- export control regimes, such as the Chemical
ners fuels local civil wars, destabilizes the region, Weapons Convention, the Nuclear Nonprolifer-
and poses imminent threats to international ship- ation Treaty, and the Biological Weapons Con-
ping and our closest allies in the Middle East. A vention. In addition, we will continue to support
number of other countries of proliferation con- the New START Treaty, which provides trans-
cern are also pursuing ballistic missile capabili- parency and predictability regarding the world’s
ties, relying on acquisition of equipment, com- two largest nuclear arsenals in the United States
ponents, and expertise from foreign suppliers, and the Russian Federation. We will also work
as well as developing indigenous capabilities. In to strengthen means for interdicting shipments of
fact, we recommit to ensuring Iran never acquires proliferation concern, and other states’ capacities
to prevent proliferant transfers.
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The Department will continue to assess states’ provides instructions on the production of chem-
compliance with obligations and commitments, ical and biological weapons. The Department
including the publication of a congressionally keeps abreast of technological change; engages
mandated Compliance Report detailing noncom- with partner countries to update the control lists
pliant activity annually. We will continue to lead of the multilateral export control regimes; and is
multilateral efforts that urge noncompliant states working to create new frameworks and norms to
to return to compliance with their obligations assess the benefits and risks of dual-use research
and to understand the challenges associated with in the life sciences.
future nuclear disarmament verification, in par-
ticular, through the International Partnership for Performance Goal 1.1.1
Nuclear Disarmament Verification. We will work
with the Congress and our European allies to fix By 2022, strengthen U.S. national security
the flaws in the Joint Comprehensive Plan of Ac- through enhancements to the global arms
tion and continue to hold Iran strictly account- control and nonproliferation regime, by
able to its agreed-upon commitments. strengthening its treaties, reducing WMD,
and strengthening verification and compli-
Cross-Agency Collaboration ance with arms control and nonproliferation
obligations.
The Department of State’s own nonproliferation
security assistance programs work to reinforce
diplomatic engagement to counter WMD prolif- Performance Goal 1.1.2
eration. The Department and USAID also work
with the Department of Defense’s Office of Co- By 2022, strengthen U.S. national security by
operative Threat Reduction, the Department of countering WMD and ballistic missile prolif-
Energy (DOE), especially the National Nuclear eration, strengthening relevant multilateral
Security Administration (NNSA) and the Nation- arrangements, and impeding illicit trafficking
al Laboratories, the Department of Homeland of WMD, advanced conventional weapons,
Security Container Security Initiative and other and related technologies.
programs, the Department of Justice (DOJ), the
Department of Treasury (DOT), and the Depart-
ment of Commerce (DOC).
Risk Strategic Objective 1.2: Defeat ISIS,

al-Qa’ida and other transnational
The United States relies on many internation- terrorist organizations, and counter
al and multilateral organizations to help achieve
our nonproliferation objectives. Because many of state-sponsored, regional, and local
these organizations work by consensus, one state terrorist groups that threaten U.S.
can refuse or delay prompt action or achievement national security interests
of our immediate and longer-term nonprolifera-
tion objectives. Strategic Objective Overview
New technologies are being developed and prac- In his speech to the Arab Islamic American Sum-
tical applications for them are being devised at an mit in May 2017, the President outlined a shared
astonishing pace. Lines are being blurred between goal with our international partners to conquer
chemical and biological agents; new organisms extremism and vanquish the forces of terrorism
are being developed; there is worldwide access and the ideology that drives it.2 In support of this
to dual-use life science research; and the internet effort, the United States and our partners have
2 The President of the United States’ remarks: https://www.whitehouse.gov/briefings-statements/president-trumps-speech-ar-

ab-islamic-american-summit/
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accelerated the fight against ISIS, significantly through institutions such as the United Nations,
degraded its safe havens in Iraq and Syria, and G7, and Global Counterterrorism Forum to pro-
challenged its ability to operate around the world. mote international norms and good practices,
However, ISIS continues adapting its tactics to- and sustain trans-regional cooperation to prevent
ward an insurgent and clandestine presence. ISIS and counter terrorism.
continues to inspire and mobilize supporters and
sympathizers through messaging, propaganda, We will encourage regional organizations, na-
and recruitment efforts. Al-Qa’ida (AQ) and its tional and local governments, civil society, faith-
global network of affiliates remain determined to based groups, and the private sector to count-
threaten U.S. interests. Regional and local ter- er these radical ideologies, as well as to prevent
rorist groups also threaten U.S. citizens and our and mitigate conditions conducive to instability,
partners. Iran, the world’s leading state sponsor radicalization, and terrorist recruitment. We
of terrorism, provides training, equipment, and will strengthen democratic, transparent, rep-
financing for terrorist groups such as Hizballah resentative, and citizen-responsive governance
and Hamas. The country is developing new proxy and include the voices of women and marginal-
militia forces, comprised of over 100,000 non-Ira- ized communities, to increase the trust between
nian fighters, to extend its influence, co-opt local government authorities and local populations.
security forces, and conduct lethal operations on Where we have defeated terrorists in the field and
Iran’s behalf across the Middle East. ended their control of specific communities, we
will support stabilization of liberated areas so that
The Department of State and USAID’s overarch- the terrorists cannot return. Syria is a special case
ing objective is to degrade global terrorism threats in that no legitimate host-nation partner exists to
so local governments and security forces can con- provide effective security, governance, and eco-
tain them and restore stability. We will work to nomic activity in areas freed from ISIS. The way
consolidate military gains against ISIS, AQ, and forward in Syria depends upon implementation
other terrorist organizations and stabilize liber- of UNCSR 2254, including a political transition
ated areas by supporting local partners that can with international support. Interim arrangements
reestablish the rule of law, manage conflict, and that are truly representative and do not threaten
restore basic services. We believe that diplomatic neighboring states will speed the stabilization of
engagement and targeted development assistance liberated areas of Syria and set the conditions for
to stabilize affected areas will help prevent new constitutional reform and elections.
recruitment, reduce levels of violence, promote
legitimate governance structures that strengthen The Department and USAID will prioritize their
inclusion, and reduce policies that marginalize engagement and assistance to stabilize areas liber-
communities. As outlined by Secretary Tillerson ated from violent extremist organizations, partic-
in his remarks at the Hoover Institute in January ularly ISIS. We will use innovative approaches to
2018, we must deny ISIS and other terrorist orga- encourage host government partners and civil so-
nizations the opportunity to organize, raise funds, ciety organizations to undertake critical reforms
travel across borders, use communications tech- to establish legitimate governance, restore the rule
nology to radicalize and recruit fighters, and to of law, and address local grievances, particularly
train, plan, and execute attacks.3 among women, religious and ethnic minorities,
and other marginalized communities.
Strategies for Achieving this Objective
Cross-Agency Collaboration
The Department and USAID will play a key role
in implementing the President’s plan to defeat The Department works with other federal agen-
ISIS, through leadership of the Global Coali- cies and our partner countries’ defense, law
tion to Defeat ISIS. We will work multilaterally enforcement, and justice sectors to build and
3 Secretary Tillerson’s remarks: https://www.state.gov/secretary/remarks/2018/01/277493.htm
26
7
strengthen their institutional counterterrorism Performance Goal 1.2.2

and other related capabilities, while reinforcing
critical stabilization goals that make such efforts By 2022, reduce identified drivers of violent
sustainable. We work closely with the Depart- extremism in countries, regions and locales
ment of Defense to ensure coordinated security most vulnerable to radicalization to terror-
cooperation assistance. ism while also strengthening partner gov-
ernment and civil society capacity to prevent,
USAID designs and delivers programs targeting counter, or respond to terrorism and violent
specific regional and local vulnerabilities, with a extremism.
focus on improving governance and the ability of
partners to assume responsibility for their own
prevention efforts. These programs respond to Performance Goal 1.2.3
on-the-ground conditions using an array of inter-
ventions. By 2022, strengthen partner government and
civil society capacity to utilize data-driven
Risk approaches to counter messaging.
Enemies of the United States will continue to

modify and adapt their techniques, requiring the
Department and USAID to increase diplomatic
and development action, adjust strategies and sta-
Strategic Objective 1.3: Counter
bilization initiatives, approaches, and programs instability, transnational crime, and
quickly to counter constantly changing threats. violence that threaten U.S. interests
This requires a flexible approach and strong col- by strengthening citizen-responsive
laboration, both within the U.S. Government and
with our partners, to ensure we keep pace with governance, security, democracy,
threats and protect our homelands. We must re- human rights, and the rule of law
main vigilant regarding the threat of terrorism in
ungoverned spaces, especially in conflict zones, Strategic Objective Overview
which remain ripe breeding grounds for ISIS and
other terrorist organizations. Violence and political instability affect nearly half
the world’s population4 and impose a staggering
Performance Goal 1.2.1 toll on human development, with an estimated
cost of more than $13 trillion per year.5 Transna-
By 2022, contribute to the defeat of ISIS core, tional crime, with global revenues of approximate-
its regional branches and nodes, and its glob- ly $2 trillion annually,6 fuels corruption, finances
al network through mobilization of the Glob- insurgencies, and distorts markets. Transnational
al Coalition, diplomacy, action, humanitarian criminal organizations (TCOs) traffic in persons
and stabilization assistance, and international and wildlife, and contribute to the domestic opi-
coordination and cooperation. oid crisis by bringing heroin and synthetic opi-
oids across U.S. borders, harming American com-
munities through the drug trade and attendant
violence. Environmental threats such as water
scarcity and biodiversity loss can further fuel ten-
sions over much-needed resources.
4 OECD States of Fragility Report, 2016: http://www.oecd-ilibrary.org/docserver/download/4316101e.pdf?expires=151508571

4&id=id&accname=guest&checksum=EDBA05A422FB7C733750B6F0545E57B3
5 Institute for Economics and Peace, The Economic Cost of Violence Containment, http://economicsandpeace.org/wp-content/
uploads/2015/06/The-Economic-Cost-of-Violence-Containment.pdf.
6 Global Financial Integrity, “Transnational Crime and the Developing World,” March 2017, http://www.gfintegrity.org/wp-con-
tent/uploads/2017/03/Transnational_Crime-final.pdf
27
7
Crime and insecurity are often a consequence of advance international standards on drug control
weak democratic norms and institutions. TCOs and hold partners accountable to burden sharing.
and other illicit actors can exploit areas of weak
governance to establish a safe haven to grow Development plays a critical role in counteracting
their enterprise. In areas of civic mobilization, the drivers of instability. The Department and US-
some governments crack down rather than open AID will address the underlying causes of crime
up – ultimately undermining their own security by supporting critical institutional capacity build-
as they lose public legitimacy and squander the ing, civil society strengthening, and reform efforts
public trust needed to combat crime. Globally, needed to promote good governance, strengthen
developing countries with ineffective government the rule of law, and introduce strategies to pre-
institutions, rampant corruption, and weak rule vent, mitigate, and stabilize violence. In the West-
of law have a 30 to 45 percent higher risk of civil ern Hemisphere, we will support economic and
war and a heightened risk of criminal violence.7 social opportunities for those at risk of becoming
perpetrators or victims of violence as well as help
As Secretary Tillerson stated in his remarks at improve citizen security. We will emphasize to
Florida International University in June 2017, foreign counterparts how citizen-responsive gov-
“Our international partners in this effort must ernance and protection of rights is critical to their
work to reject intimidation, strengthen human own security and prosperity. This includes work-
rights, and increase the fight against criminal or- ing to strengthen the institutional framework for
ganizations within their own borders.”8 The De- the promotion of human rights, the human rights
partment and USAID will seize the opportunity to defenders’ protection systems, and communica-
work with our international partners in this effort tions and collaboration between governments
to counter instability, transnational crime, and vi- and civil society. We will use foreign assistance,
olence through a range of programs, authorities, visa sanctions, and multilateral and bilateral en-
and diplomatic engagements. The United States gagement to promote government accountability
has an array of varied interests across fragile and and support partners in implementing reforms.
conflict-affected states, and the Department and Recognizing the influential role women can play
USAID will selectively focus on those places pos- in conflict prevention, peacebuilding, and stabili-
ing the greatest threats and risks for U.S. interests. zation, the Department and USAID are commit-
ted to full implementation of the Women, Peace,
Strategies for Achieving the Objective and Security (WPS) Act of 2017 (P.L. 115-68),
which aims to institutionalize both protection of
Law enforcement capacity building programs are women in conflict situations and the engagement
the bedrock on which we strengthen partner- of women in decision making processes.
ships to counter TCOs. We seek to expand these
programs and build the capacity of trustworthy The Department and USAID will make early in-
foreign partners through rule of law and anticor- vestments in preventing conflict, atrocities, and
ruption assistance in order to facilitate law en- violent extremism before they spread. During
forcement development and cooperation. In the conflict, we will promote civilian protection and
Western Hemisphere, we seek to use these pro- increase support to peace processes. We will
grams to target TCO leadership and their support enhance partner countries’ self-sufficient peace
networks, shut down illicit pathways to the United operations, training, and deployment capabili-
States, and enhance shared security. Globally, we ties, and build the capacities of international and
will work with partners to cut financial lifelines regional organizations to conduct peacekeeping
for global terror and organized crime organiza- missions. Following armed conflict, civilian agen-
tions, including those involved with human and cies will lead in consolidating gains and promot-
wildlife trafficking. We will coordinate through ing stabilization efforts, including supporting lo-
regional and international bodies to develop and cal efforts to manage conflict peaceably, restoring
7 World Bank, World Development Report, 2011: http://web.worldbank.org/archive/website01306/web/early-findings.html.

8 Secretary Tillerson’s remarks: https://www.state.gov/secretary/remarks/2017/06/271960.htm
28
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public safety, holding perpetrators of atrocities Performance Goal 1.3.3

accountable, and enabling disarmament, demobi-
lization and reintegration of ex-combatants. The By 2022, work with partner country govern-
Department and USAID will provide short-term ments to strengthen criminal justice systems
assistance to facilitate political transitions, along and support prevention efforts in local com-
with assistance to address the governance chal- munities in order to build capacity to address
lenges that are often the root cause of conflict. In transnational organized crime.
tandem, host governments must increase burden
sharing with international partners and develop
the capability to coordinate their own security
strategies.
Strategic Objective 1.4: Increase
Cross-Agency Collaboration capacity and strengthen resilience of
our partners and allies to deter
The Department and USAID engage bilaterally
and through multilateral mechanisms with hun- aggression, coercion, and malign
dreds of external partners and stakeholders with influence by state and non-state
an interest in reducing global violence and in- actors
stability. We coordinate programs and strategies
with relevant branches of the U.S. Government, Strategic Objective Overview
including collaboration with the Department of
Defense, the Department of Justice, and the De- The ascent of authoritarianism, the re-emer-
partment of Homeland Security. We cultivate gence of great power competition, and the rise
close relationships with UN organizations and of hostile non-state actors have altered the stra-
non-governmental organizations active in this tegic landscape and increased the vulnerability of
arena as well. well-established democratic nations and emerg-
ing democracies. China and Russia directly chal-
Risk lenge an international order based on democratic
norms, respect for human rights, and peace. Iran
There are inherent risks in working with countries and North Korea seek to increase their regional
prone to instability, violence, and crime. Security influence through coercion and aggression, using
risks in these environments can limit our agencies’ their nuclear programs and support for malign
footprint. Politically, fragile states rarely travel a non-state actors. State-supported and indepen-
predictable path, which can affect our ability to dent cybercriminals attack the interests of the
introduce enduring partnerships and programs. United States and its allies through theft, extor-
tion, and malicious efforts aimed at crippling in-
Performance Goal 1.3.1 frastructure.
By 2022, improve the capacity of vulnerable Russia conducts covert and overt campaigns to
countries to mitigate sources of fragility, in- undermine core Western institutions, such as the
stability, and conflict. North Atlantic Treaty Organization (NATO) and
the European Union (EU), and weakens faith in
the democratic and free-market system. Russia’s
Performance Goal 1.3.2 predatory behavior extends to the political, secu-
rity, informational, energy, and economic spheres.
By 2022, contribute to strengthened demo- Recent subversive Russian actions threaten the
cratic governance through targeted assistance energy markets in Europe and cause interference
to improve citizen engagement, strengthen in domestic political affairs. The United States re-
civil society, increase transparency, and pro-
tect human rights.
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7
mains committed to deterrence and the principle The ability to address these challenges requires
of common defense as enshrined in Article 5 of a collaborative effort, where cooperation means
the Charter of the NATO, and continues to invest sharing responsibilities and burdens. Nations of
in transatlantic security. the world must take a greater role in promoting
secure and prosperous societies across their re-
China seeks to increase its influence in the In- gions, thereby protecting the world against these
do-Pacific region. China’s actions, including the common threats.
militarization of disputed territory in the South
China Sea, transgression of norms in cyberspace, Strategies for Achieving the Objective
continued support for North Korea, disregard for
human rights, and unfair trade and investment The United States will maintain our leadership
practices threaten to undermine the internation- and strong, forward diplomatic presence built on
al rules-based order that has underpinned peace enduring security partnerships to collectively de-
and prosperity in the Indo-Pacific region and be- ter aggression, reduce threats, and assist our allies
yond. in sustaining favorable regional strategic balanc-
es. We will expand our network of alliances and
Iran remains the world’s leading state sponsor partnerships and increase our ability to influence
of terrorism and provider of military training, malign actors’ policy choices and encourage their
equipment, and funding to Hizballah, Hamas, adherence to a rules-based international order.
and other terrorist networks. Iran seeks to in-
crease its regional influence through destabilizing To advance our interests in the most dynamic re-
activities across the Middle East. Tehran props up gion of the world, we will support a free and open
the murderous regime of Bashar al Assad in Syria, Indo-Pacific, working with allies and partners to
spreads sophisticated missiles and other advanced promote economic prosperity, security, and dem-
weapons to its partners and proxies, trains and ocratic governance. We will deepen our unique
arms large local militant groups to fight its wars strategic partnership with India, a fellow democ-
across the Middle East, and openly calls for the racy and pillar of rules-based international behav-
destruction of some of our closest allies. ior. To balance Chinese influence, we will rein-
force existing regional alliances, including those
Cybersecurity and outer space are critical eco- with Japan, Australia, and the Republic of Korea,
nomic, security, and foreign policy concerns. and strengthen other security partnerships, in-
Cyberattacks are relatively low cost and can be cluding with India. We will engage with China
launched from anywhere, allowing adversaries to to address our differences on North Korea and in
target systematically critical infrastructure, finan- other areas, including trade and territorial dis-
cial systems, and military installations worldwide. putes. To counter Russian aggression and coer-
These cyberattacks can also be directed against cion, the Department will lead allies in enhancing
civilian and business interests. Malicious state NATO’s deterrence and defense posture, promote
and non-state actors will continue to employ new deeper NATO partnerships with like-minded na-
strategies and tactics to pursue criminal or dis- tions, and build bridges between NATO and the
ruptive ends in cyberspace, and our cybersecurity EU to confront the full range of hybrid threats.
policy must evolve at the cutting edge of technol-
ogy to stay ahead of these changes. Outer space is To mitigate efforts to undermine civil society
increasingly challenging as it becomes congested and democratic norms, the Department and US-
with space debris and contested through potential AID will assist governments, non-governmental
adversaries’ development of counter space capa- organizations (NGOs), and faith-based organi-
bilities. zations that face coercion and malign influence.
The United States will continue to champion
long-standing, foundational values of freedom
30
7
and liberty. We will work with our partners to Cross-Agency Collaboration

eliminate corruption and support the rule of law,
strengthen civil society and democratic institu- The Department of State provides foreign policy
tions, enhance energy security, support financial advice to Department of Defense programs, poli-
and trade reforms, support economic diversifica- cies, and planning. The Department and USAID
tion, and foster independent, professional media. use Development Assistance and Economic Sup-
port Funds to support critical institutional capac-
The Department will pursue a range of security ity building and reform efforts. The Department
sector assistance activities to strengthen our al- uses Public Diplomacy funds to engage publics
liances and partnerships, assist them in their ef- vulnerable to malign influence campaigns and
forts against malign influence and aggression, and counter disinformation.
maintain favorable regional balances of power.
We will ensure that foreign policy goals funda- Risk
mentally guide security sector decision-making,
and through grant assistance and arms sales, we This strategy requires that partners and allies have
will judiciously equip partners and allies with ca- the political will and technical capacity to contin-
pabilities that support strategic priorities. We will ue to stand against aggression and malign influ-
forge lasting security relationships by improving ence. However, some of these partners and allies
interoperability between the United States and may be beholden to the political influence of ad-
coalition partners; securing access and legal pro- versaries and potential competitors.
tections to facilitate deployment of U.S. forces;
and supporting professional military education We will continue to be challenged with balanc-
and training of partner nations. The Department ing foreign policy and national security concerns
will continue missile defense cooperation to de- while building partner capacity and interoperabil-
ploy missile defense capabilities to defend the U.S. ity through responsibly managed arms transfers.
homeland, U.S. deployed forces, allies, and part-
ners. Performance Goal 1.4.1
In conjunction with allies, partners, and in multi- By 2022, significantly increase international
lateral fora, we will devise, implement, and mon- cooperation to secure an open, interoperable,
itor economic and energy sector sanctions. The reliable, and stable cyberspace and strength-
Department will seek to increase cooperation en the capacity of the United States and part-
with allies and partners to counter Iranian threats ner nations to detect, deter, rapidly mitigate,
and destabilizing behavior; through sanctions, we and respond to international cyber threats
will constrain Iran’s ballistic missile program and and incidents.
degrade its support for terrorism and militancy.
The Department will build a coalition of like-

minded governments to identify and hold regimes
accountable that engage in or permit malicious Strategic Objective 1.5: Strengthen
cyber activities to occur on their territory, con- U.S. border security and protect U.S.
trary to the United States supported framework of citizens abroad
responsible state behavior in cyberspace, and to
address threats from non-state actors. We will use Strategic Objective Overview
a similar approach when addressing challenges in
outer space. National security starts overseas and our aim is
to create conditions that help secure U.S. borders
and protect U.S. citizens abroad while facilitating
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legitimate international travel that builds the U.S. tory flows, recognizing that strong rule of law re-
economy, strengthens formal and informal inter- stricts the environment in which potential threat
national partnerships, and protects U.S. interests actors can operate.
abroad. Information gathered in pursuit of ter-
rorist threats results in the discovery of known Strategies for Achieving the Objective
and suspected terrorist identities that populate
U.S. government watch lists used to vet and screen The Department of State will continue to en-
prospective travelers to the United States. The hance the refugee security screening and vetting
Department enables its partners to disrupt TCOs processes. We will work with other agencies to
involved in human smuggling as far from our establish a uniform baseline for screening and
borders as possible, and deters and prevents ille- vetting standards and procedures across the travel
gal immigration into the United States. Strength- and immigration spectrum. The visa application
ening civil societies and deterring aggression forms, as well as the adjudication and clearance
overseas creates a more secure environment for processes, will conform to common standards for
U.S. citizens traveling and residing abroad. Data applications, official U.S. Government interac-
legally gathered across all mission spaces inform tions and interviews, and systems checks as man-
the content of consular messages to U.S. citizens dated. We will support our partners in their ef-
as well as other audiences. Finally, cyberspace forts to support refugees and migrants near their
allows state and non-state actors to avoid phys- home regions through a variety of programmatic
ical borders and threaten critical infrastructure, and bilateral diplomatic tools.
which represent some of the most pressing risks
to national security, economic security, and pub- The Department will continue to work with our
lic safety. international partners to exchange information
on known and suspected terrorists and other
At home and abroad, the Department helps pro- threats to U.S. citizens at home and abroad. We
tect U.S. national borders through sharing of will ensure that interagency and international
information within and between foreign gov- arrangements are maintained and updated, pro-
ernments by improving passport security and viding the highest-possible degree of information
implementing effective visa adjudication pro- sharing of terrorist and criminal identities.
cesses that deny access to individuals who pose
risks to U.S. national security. The Department’s The Department will strengthen our partners’
diplomatic engagement on counterterrorism and abilities to provide security for Americans in their
homeland security increases two-way informa- country by promoting increased cooperation with
tion sharing on known and suspected terrorists, U.S. homeland security policies and initiatives.
risk-based border management, and threat-based We will further refine safety and security infor-
security and border screening at all land, air, and mation provided to U.S. citizens, which will help
sea borders to protect partner nations and U.S. them to make more informed decisions about
citizens in those locations and to deter terrorist their travel and activities. The Department pro-
travel, including to the United States. In order motes information sharing and the widespread
to achieve this objective, the Department main- adoption of cybersecurity best practices to ensure
tains information sharing programs with partner all countries can implement the due diligence to
nations and security programs to build capacity reduce the risk of significant incidents from oc-
of foreign government law enforcement partners curring.
and enhance information sharing among foreign
partners. The Department will work with interagency part-
ners and the transportation industry to enhance
The Department works with international part- global transportation security. We will inform
ners to increase their capacity to manage migra- foreign partners of non-imminent persistent
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threats to spur international border and transpor- Performance Goal 1.5.2

tation security efforts, including implementation
of international standards and recommended Through 2022, ensure timely dissemination
practices. We will continue to urge countries to of safety, security, and crisis information that
employ threat-based border security and en- allows U.S. citizens to make informed deci-
hanced traveler screening; to improve identity sions for their safety while traveling or resid-
verification and traveler documentation; and to ing abroad.
use, collect, and analyze Advanced Passenger In-
formation and Passenger Name Record data in
traveler screening to prevent terrorist travel. Performance Goal 1.5.3
Cross-Agency Collaboration Through 2022, continue to ensure vigilant,

accurate, and timely passport services to U.S.
The Department works closely with other U.S. citizens.
government agencies, Congress, service organi-
zations, advocacy groups, the travel industry, and
state and local governments to advance the full Performance Goal 1.5.4
range of consular and other activities in support
of border protection. The following list highlights By September 30, 2019, we will update the
key external partners: DS-160 and DS-260 nonimmigrant and im-
migrant visa application forms and add the
• U.S. government agencies including DHS, newly-collected fields to our data sharing
Justice, DOD, and the Intelligence feeds for interagency partners. (APG)
Community
• Terrorist Screening Center
• American Chambers of Commerce
• Federal, state, and local governments
• Travel and Tourism Community
• Centers for Disease Control and Prevention
Risk
There may be a lack of adequate resources and

cooperation to implement interagency initiatives.
Foreign partners may be unwilling to share in-

formation because of differences in legal systems,
regulations on protection of national security in-
formation, and privacy concerns.
Performance Goal 1.5.1
By 2022, increase information sharing with

partner nations and improve partner nation
connectivity to international criminal and
terrorist databases in order to better identi-
fy individuals with derogatory information
seeking to enter the United States.
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GOAL 2:
RENEW AMERICA’S COMPETITIVE ADVANTAGE FOR
SUSTAINED ECONOMIC GROWTH AND JOB CREATION
Strategic Goal Overview dinating with countries and institutions to foster
innovation and ensure that regulations on emerg-
American national security requires sustained ing industries do not create new barriers in areas
economic prosperity. In an interconnected world, of American strength. To further advance Amer-
the Department of State and USAID must posi- ican leadership in international energy gover-
tion the United States more advantageously to nance, the Department and USAID must leverage
ensure the conditions for economic dynamism developments in the U.S. energy sector to pursue
at home. As new challenges and opportunities universal access to affordable and reliable energy
emerge in a changing international landscape, and promote sustainable global energy markets.
our economic engagement with the world must
be comprehensive, forward-looking, and flexi- Our economic diplomacy and development assis-
ble. The United States can advance its economic tance are key tools in projecting this leadership
and security goals only through robust diploma- to enhance security and prosperity at home. De-
cy, assertive trade and commercial policies, and velopment, transparency, and good governance in
broad-based engagement with governments and unstable regions are essential to fight poverty, iso-
societies. Growth and economic security among late extremists, and improve humanitarian condi-
U.S. allies and partners also build markets for U.S. tions. The Department and USAID will promote
goods and services and strengthens the ability healthy, educated, and productive populations in
to confront global challenges together. We must developing countries to drive inclusive economic
counter models promoted by other nations by of- growth that opens markets for U.S. investments
fering a clear choice: The American approach is and counters violent extremism. Investing in
to help our partners prosper. Our economic di- women’s economic empowerment has transfor-
plomacy and development assistance are key tools mational effects for families and communities,
in projecting this leadership to enhance security and will be a key component of our approach.
and prosperity at home. Confronting international environmental chal-
lenges requires robust American diplomacy and a
American technology is pre-eminent, our work- more comprehensive deployment of U.S. environ-
ers are the most productive in the world, and U.S. mental goods and services throughout the world.
exporters thrive in global markets when given a We will stand against corruption abroad, which
truly fair playing field in which to compete. In undermines security, enables TCOs and disad-
close partnership with the full range of U.S. Gov- vantages U.S. companies.
ernment agencies, the Department will fight
aggressively for fairer trade policies across the
world and a global economy free from currency
manipulation to support a strong U.S. manufac-
turing base and well-paying jobs, especially in
cutting-edge industries. Our engagement will ad-
vance more open markets and sensible regulatory
systems abroad that provide confidence without
stifling innovation. We will vigorously defend U.
S. intellectual property rights, uphold America’s
position as the top destination for international
investment, and develop new avenues for coor-
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GOAL 2: RENEW AMERICA’S COMPETITIVE ADVANTAGE FOR SUSTAINED ECONOMIC GROWTH AND JOB CREATION
Strategic Objective 2.1: Promote and services abroad, as well as promote foreign
direct investment to the United States.
American prosperity by advancing
bilateral relationships and leveraging The Department also collaborates with the De-
international institutions and partment of Commerce to advocate for U.S. com-
agreements to open markets, panies bidding on foreign government tenders, to
alert U.S. companies to new market opportunities,
secure commercial opportunities, and to encourage investment in the United States.
and foster investment and The Department leads negotiations on civil air
innovation to contribute to U.S. job transport agreements and telecommunications
creation agreements, co-leads negotiations on investment
treaties, produces annual country Investment Cli-
mate Statements, and participates in the Commit-
Strategic Objective Overview tee on Foreign Investment in the United States.
Both the Department and USAID participate in
A robust and secure U.S. economy that creates interagency teams led by the United States Trade
new American jobs depends on strong econom- Representative (USTR) to develop and vet U.S.
ic growth and promoting free, fair, and recipro- trade policy positions including revising and ne-
cal trade relationships with countries around the gotiating new trade agreements. The Department
world. American prosperity will also advance of State, with other agencies, actively negotiates
when we maintain and deepen relationships, en- and promotes the regulatory and policy environ-
courage strong demand for U.S. exports in emerg- ment that sustains and strengthens a dynamic and
ing and developing countries, and expand U.S. open digital economy.
trade and investment opportunities in the global
marketplace. Many of USAID’s assistance programs focus on
supporting the creation of business friendly reg-
We will also strengthen property rights and con- ulatory regimes around the world. The Depart-
tract enforcement, competition policies, sound ment’s work on international environmental,
commercial law, and the protection and enforce- oceans, science, health, and outer space supports
ment of intellectual property rights around the hundreds of billions of dollars of economic activ-
world. ity in those sectors through efforts to negotiate
rights and promote internationally agreed norms.
International institutions must do more to pro- Our engagement through international institu-
mote economic rules that enhance free, fair, and tions and fora promotes agreement on technical
reciprocal trade and set transparent standards standards and policies that drive the information
to create enabling environments for investment, technology and communications sectors. Our
innovation, and cooperation in science and tech- work with U.S. and foreign educational, non-prof-
nology and health. American prosperity also it, and private sectors promotes U.S. educational
requires internationally agreed norms for access exports, and science fellows and science envoy
and operations in areas beyond national jurisdic- programs enhance our science and technology
tion, including on the high seas and outer space. outreach.
Promoting entrepreneurship creates jobs and Strategies for Achieving the Objective
openings for U.S. businesses worldwide, strength-
ening global political stability and economic The Department will advocate on behalf of Amer-
prosperity. In partnership with the Department ican workers by seeking to lower foreign trade and
of Commerce, the Department will expand its ad- investment barriers and to attract new job-pro-
vocacy for U.S. commercial and defense products ducing investment and legitimate foreign visitors
and students to the United States. Through diplo-
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7
matic engagement bilaterally and in internation- Justice (DOJ), the United States Trade Repre-
al fora, the Department and our embassies will sentative (USTR), Overseas Private Investment
continue to work to break down barriers to U.S. Corporation (OPIC), Trade and Development
exports and target unfair policies that adversely Agency (USTDA), Millennium Challenge Cor-
affect U.S. businesses. Our expanded outreach poration (MCC), Federal Communications Com-
to U.S. exporters, including by identifying mar- mission (FCC), Federal Aviation Administration
ket opportunities and challenges and publicizing (FAA), Federal Maritime Commission, Maritime
foreign procurement tenders, will remain critical Administration, Customs and Border Protection
to efforts to boost U.S. exports. We will target (CBP), the Department of Agriculture (DOA),
assistance efforts to create a level playing field for Environmental Protection Agency (EPA), and the
doing business, including rules supporting fair National Oceanic and Atmospheric Administra-
and reciprocal trade, business friendly regula- tion (NOAA). Other partners include American
tion, and adherence to high standards. The De- Chambers of Commerce overseas and the U.S.
partment will modernize defense trade policies Chamber, foreign development assistance agen-
and regulations to support national security and cies, and multilateral development finance insti-
foreign policy goals, increase resilience, and en- tutions.
hance the competitiveness of key U.S. manufac-
turing and technology sectors. We will promote Risk
education exports, such as study in the United
States, through student advising centers and other Financial crisis and recession can trigger protec-
programs, and support American scientists, engi- tionist responses that make it more difficult to
neers, and innovators in international settings. open foreign markets. A strong dollar can lead to
fewer foreign visitors and students, and affect the
The Department’s officials will work bilaterally competitiveness of U.S. exports.
and through international institutions to ensure
that foreign governments do not employ practices Technological diffusion and the spread of eco-
such as weak labor, environment, or intellectual nomic activity to emerging markets, while posi-
property rights systems, data localization require- tive overall, could reduce the ability of the United
ments, or state subsidies to compete unfairly. We States to shape international institutions and eco-
will also work to establish clear, transparent mar- nomic developments outside our borders. Dis-
kets outside of formal negotiations, expanding fair ruptive technologies could continue to present
access for U.S. products, services, and technology. challenges as well as opportunities to traditional
Department of State and USAID programs will commerce.
support market-based economic reform efforts
and target improved commercial law and trade State capitalism prevalent in some countries can
regimes, benefiting U.S. exporters by reducing distort markets and impede U.S. business oppor-
barriers at foreign borders. We will work to em- tunities, while corruption subverts open markets
power women economically, as a driver of devel- and impedes the ability of American companies
opment and trade. We will leverage public-pri- to compete.
vate partnerships and targeted foreign assistance
to work with foreign partners to address barriers Performance Goal 2.1.1
to trade and investment and economic growth.
By 2022, using 2017 baseline data, support
Cross Agency Collaboration increased exports of U.S. goods and services
by increasing by 50 percent appropriate com-
Interagency partners include the Departments of mercial advocacy for U.S. businesses.
the Treasury (DOT), Commerce (DOC), Trans-
portation (DOT), Homeland Security (DHS),
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7
Performance Goal 2.1.2 and political stability, resilience, and self-reliance

through investments in areas such as food and
BByy 2022,support
By 2022, supportincreases
increasesinin exports
exports ofof water security, energy security, good governance,
U.S.
U.S. digital
digital products
products andand services by by health, education, and economic growth.
advocat-ing
advocating for for regulatory
regulatoryByenvironments
environments
that
that enable
enable cross-border
cross-border data
data flows and and Economic growth, particularly in developing and
digital contributing to
digital trade, contributing to information
information transitional economies, serves to strengthen and
and
and communi-cations technology (ICT)
communications technology (ICT) expand our base of partners, bolster econom-
services
services growing
growing toto more
more than
than $70
$70 billion.
billion. ic opportunities, and build future markets for
U.S. exports in the fastest growing regions of the
world. Likewise, the United States is made stron-
ger and more secure through Department and
Performance Goal 2.1.3 USAID programs that connect people, especially
women and minorities, to the global economy;
By 2022, increase the number of partners en- build resilience to economic and social stresses
gaged with the U.S. to promote and expand in conflict-prone societies; educate and empower
cooperation in science, technology and inno- citizens; and save children from disease and pre-
vation to boost American prosperity. ventable death.
Host country governments, local civil society

partners, faith-based organizations, bilateral do-
nors, multilateral organizations, the private sector,
Strategic Objective 2.2: Promote and international organizations are committed to
healthy, educated and productive achieving results through partnerships, collabo-
populations in partner countries to ration, and coordination that are more effective.
Strong collaboration will optimize resource al-
drive inclusive and sustainable location and reduce fragmentation. Clear host
development, open new markets country ownership and priorities, including na-
and support U.S. prosperity and tional or sub-national education plans, enable
targeted investments from development partners.
security objectives A collaborative development approach is critical,
especially in cases of acute or protracted crises,
Strategic Objective Overview
widespread displacement, and chronic instability.
The Department and USAID will rapidly respond
Political instability, unchecked crime, and the
to crises as they arise and coordinate with the on-
lack of essential services and economic opportu-
going development efforts of other donors.
nities in other countries have the potential to cre-
ate global health crises, drive mass migration to
Strategies for Achieving the Objective
the United States, and inflame violent extremism
around the globe. The Department of State and
The Department of State and USAID will support
USAID investments in global economic growth
foreign governments, international organizations,
and development safeguard U.S. economic and
and private sector partners to increase access to
strategic interests, and are visible expressions of
quality education as a smart development strategy
U.S. values. Department of State and USAID pro-
in order to improve economic conditions around
grams help economies to grow, and countries to
the world. To reinforce the educational founda-
open their markets, become potential consumers
tion of growing societies in our partner countries,
of U.S. goods and services, and contribute to re-
we will fund programs to ensure crisis-affected
gional stability. U.S. security and prosperity are
children and youth are accessing quality educa-
bolstered when other countries achieve economic
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7
tion that is safe, relevant, and promotes social technology, supporting capital formation and
cohesion. We will also fund programs to ensure strong, abuse-resistant financial systems to bol-
children are reading and gaining basic skills that ster the business capacity of small business and
are foundational to future learning and success; high growth-potential entrepreneurs to help grow
young people are learning the skills they need to and integrate domestic and international mar-
lead productive lives, gain employment, and pos- kets. By strengthening property rights and land/
itively contribute to society; and higher education resource tenure, U.S. engagement will support
institutions are supporting development progress women’s economic empowerment, youth employ-
across sectors. We will remain champions of girls’ ment, conflict prevention, and other development
education and target the underlying causes of objectives. We will promote the use of U.S. pollu-
gender gaps in education attainment. Closing the tion control technologies, combat environmental
gender gap in secondary education has a direct crimes and marine debris, and support innovative
and robust association with economic develop- approaches to climate resilience. In furtherance
ment, as a 1 percent increase in female secondary of the U.S. Global Water Strategy’s goal of a more
education raises the average GDP by 0.3 percent, water secure world, the Department and USAID
and raises annual GDP growth rates by 0.2 per- will also work to increase the availability and sus-
cent. tainable management of safe water and sanitation.
The Department and USAID will foster inclu- We will foster transparency in environmental
sive economic growth in which all members of governance in partner countries, support the
society share in the benefits of growth, reducing modernization of power grids, improve energy
poverty, building resilience and expanding op- security, help partner countries make investments
portunity, and by reducing political turmoil and in their own development agenda, and improve
conflict. We will help developing and transition- their capability to track and report financial flows.
al countries improve their policies, laws, regula- We will foster the ability of countries and com-
tions, entrepreneurial skills and professional net- munities to take on the responsibility for build-
works to boost private sector productivity, ensure ing resilience and managing risks from shocks
equal opportunities for women and marginalized and stresses by helping countries more effectively
groups, and spur diversified and sustainable eco- harness their domestic resources as well as private
nomic growth. sector capital.
We will support capacity building of private-sec- Cross Agency Collaboration

tor entities that can link the poor to markets, in-
cluding international ones, through effective and In addition to engaging bilaterally and through
economically sustainable systems and relation- multilateral fora, partner agencies include the
ships. Through implementing the U.S. Global Departments of Commerce (DOC), Treasury
Food Security Strategy, we will continue our glob- (DOT), Health and Human Services (HHS), En-
al leadership to advance inclusive and sustainable ergy (DOE), Interior (DOI), the Centers for Dis-
agricultural-led economic growth, strengthen re- ease Control (CDC), the Environmental Protec-
silience among people and systems, and improve tion Agency (EPA), the Trade and Development
nutrition, especially among women and children, Agency, and the Peace Corps.
to enhance human potential, health, and pro-
ductivity. We will strive to alleviate the burden Risk
of gender-based violence, which affects women’s
ability to thrive and succeed. The ability of the Department of State and USAID
to advance economic development and growth in
The Department and USAID will encourage im- partner countries, and thereby advance American
provements to corporate governance, sharing new economic objectives, is affected by external risk
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factors, including the degree of partner country Performance Goal 2.2.4

leadership and political will to enact major re-
forms; lack of domestic resources and invest- By 2022, the percentage of children and
ments; corruption and mismanagement; and in- young people at the end of primary school
creased incidence of conflict, crisis and natural achieving at least a minimum proficiency
disaster. level in reading and math will increase in at
least 10 countries.
Global economic security and development also
face risks from the disruption caused by nat-
ural disasters. Economic losses from hazards Performance Goal 2.2.5
such as storms, earthquakes, and pandemics are
both drivers and symptoms of state fragility. In- By 2022, increase sales and employment of
vestments in improving governance, including 25,000 firms through technical assistance to
building social trust, increasing accountability of improve business performance.
policymaking, and improving capacity of admin-
istrations to deliver quality services to citizens of
both sexes and all demographic groups, have been Performance Goal 2.2.6
shown by experience to improve resilience in the
face of major disruptions. By 2022, partner institutions and individuals
adopt sustainable environmental practices,
Performance Goal 2.2.1 resulting in improved health and economic
outcomes.
By September 30, 2019, Feed the Future will
exhibit an average reduction in the preva-
lence of poverty and stunting of 20 percent,
across target regions in Feed the Future’s fo- Strategic Objective 2.3: Advance
cus countries, since the beginning of the ini- U.S. economic security by ensuring
tiative in FY 2010. (APG)
energy security, combating
corruption, and promoting
Performance Goal 2.2.2 market-oriented economic and
governance reforms
By 2022, achieve parity in participation be-
tween women and men in programs that are Strategic Objective Overview
designed to increase access to economic re-
sources. America’s prosperity, which underwrites our na-
tional security, depends on maintaining a fair,
open, and stable international economy that guar-
Performance Goal 2.2.3 antees reliable access to affordable energy for the
United States and our allies, and well-governed
By 2022, increase the number of people trading partners. As the United States is an in-
reached by U.S. government-funded inter- creasingly dominant energy producer, the Depart-
ventions providing gender-based violence ment of State and USAID have the opportunity to
(GBV) services (with 2016 as the baseline). forge a market-based international energy policy
that strengthens the energy security of the U.S.
and our allies. Maintaining market access for U.S.
energy products, technologies and services, and
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7
ensuring sustainable, transparent, and predictable parency abroad, improve energy resource gover-
international energy markets for our partners and nance, and reduce corruption.
ourselves is crucial to our security. However, lack
of access to energy creates conditions for politi- The Department and USAID work with partner
cal instability, migration, and the proliferation of countries to promote a culture of integrity to pre-
extremist organizations. Non-competitive behav- vent corruption before it starts and to strengthen
ior, such as monopolies, sole suppliers, and car- detection and enforcement efforts. This includes
tels that use energy as a political and economic encouraging countries to meet multilateral stan-
weapon threaten global energy security. We also dards and political commitments. We work with
work to deny terrorists and rogue nations access partners to develop and implement internation-
to funds derived from energy production. These al standards to combat the bribery of foreign of-
are threats not only to the economic and national ficials, based on the Organization for Economic
security of American allies and partners, but also Cooperation and Development (OECD) An-
of the United States itself. ti-Bribery Convention. The Department and
USAID focus on recovering the ill-gotten lucre
Transparency shines a light on corruption and of corruption by working bilaterally and mul-
makes foreign publics more invested in their tilaterally to strengthen the capacity of foreign
governments, while also protecting American governments to investigate and prosecute pub-
citizens and companies operating abroad. The lic and private sector corruption. We provide a
United States has long played an international comprehensive range of assistance to help coun-
leadership role promoting the adoption of inter- tries in developing and sustaining an array of
national best practices in order to perpetuate the governmental reforms that contribute to fighting
rules-based economic system upon which our corruption. The Department manages the Global
prosperity is predicated, and to help ensure a free Anti-Corruption Consortium in partnership with
and fair arena where U.S. companies can compete. USAID and partner governments. The Depart-
ment’s comprehensive anti-corruption programs
Strategies for Achieving the Objective build the capacity of foreign law enforcement to
combat corruption, including kleptocracy, and
To advance the President’s National Security strengthen international standards and political
Strategy and the America First Energy Plan, the will to implement needed reforms.
Department promotes energy security for the
United States, our partners and allies by promot- The Department and USAID promote a wide ar-
ing diverse global energy supplies from all energy ray of policy and legislative reforms to remove
sources. The Department of State works to defeat barriers to doing business, encourage transpar-
ISIS and other transnational terrorist organiza- ency, promote fiscal responsibility, and protect
tions by preventing the groups’ ability to exploit investor and intellectual property rights. Two
energy resources they control. The Department important vehicles for convening partners are the
works to open markets and remove barriers to en- G7 and G20 summits, which bring together mem-
ergy trade and development while promoting U.S. ber countries to enhance government transparen-
energy exports globally, including U.S. liquefied cy and accountability. The Department leads U.S.
natural gas (LNG). The Department and USAID participation in bilateral and multilateral energy
coordinate with governments and companies to task forces that recommend solutions to energy
pursue energy diversification and increased ac- problems affecting our partners around the world.
cess to affordable and reliable energy (particular- The agencies work through bilateral and multilat-
ly to electric power) and to develop efficient and eral engagement, and regional initiatives such as
sustainable energy policies abroad through tech- Power Africa and Connecting the Americas 2022
nical assistance and public-private partnerships. to expand electrical interconnections.
We work through the global Extractive Industries
Transparency Initiative (EITI) to promote trans-
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Department and USAID programs support part- Risk

ner countries through assistance to improve eco-
nomic governance in public finances legal frame- The combination of political instability in major
works, which are required to attract investment energy producers and disruption of global trade
to such countries. In the interagency, USAID at a major chokepoint such as the Strait of Hor-
plays a central role in advancing domestic re- muz threaten global energy security. Dependence
source mobilization in partner countries and in on a single or major supplier for energy imports
implementing programs that foster more open, leaves countries vulnerable to external pressure
transparent, and robust public finance systems from countries that use energy as a geopolitical
and business-enabling environments around the weapon. Competition for energy can lead to con-
globe. To promote fiscal transparency, the De- flicts, and terrorists and rogue regimes could seek
partment of State/USAID Fiscal Transparency to exploit energy resources to fund violence and
Innovation Fund (FTIF) builds the technical ca- destabilizing activities. U.S. companies and citi-
pacity of governments to make their budgets and zens involved in energy projects abroad can face
spending transparent and the capacity of civil security threats and corruption. Pressure from
society to press for information on, analyze, and relentless demand increases in Asia combined
monitor government finances. with a prolonged disruption in either supply or
availability of energy commodities on the global
The Department also uses targeted energy sanc- market could put untenable stress on the institu-
tions and other actions to deprive rogue nations tional frameworks that have prevented a major
and terrorists access to capital derived from the global energy crisis for the past quarter-century.
sale of natural resources (e.g., DPRK). The De-
partment also uses energy sanctions as a tool The continuing allure of closed economic systems
when necessary to discourage other nations from as alternative models remains a risk to good gov-
engaging in behavior outside of existing treaties, ernance and global prosperity. If leading devel-
agreements, and international norms. oping countries pull back on anti-corruption and
market reform efforts, other governments may be
Cross Agency Collaboration tempted to de-prioritize these critical initiatives.
The Department and USAID work with partner

governments on regulatory reform and multi-
lateral institutions to push for sound macroeco-
nomic fundamentals. In addition to engaging
bilaterally and through multilateral fora, partner
agencies include the U.S. Departments of Com-
merce (DOC), Energy (DOE), Interior (DOI),
Treasury (DOT), Justice (DOJ), the Securities and
Exchange Commission (SEC), the Overseas Pri-
vate Investment Corporation (OPIC), the Trade
and Development Agency, the Federal Energy
Regulatory Commission (FERC), and the Ex-
port-Import Bank of the United States.
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7
By 2022, promote an increase in U.S. energy

exports and achieve for the United States, its
allies, and partners increased energy security
and access to diversified, affordable, and reli-
able energy sources.
Through 2022, prevent and combat corrup-

tion and its role in related criminal activity by
strengthening other countries’ commitment
and capacity to address it through increased
anti-corruption training and anti-corruption
measures.
By 2022, through assistance to central gov-

ernments or non-governmental organiza-
tions, improve fiscal transparency in at least
five countries assessed as not meeting the
minimum requirements under the fiscal
transparency review process.
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GOAL 3:
PROMOTE AMERICAN LEADERSHIP THROUGH
BALANCED ENGAGEMENT
Strategic Goal Overview The United States will continue to be the global
leader in preventing the spread of disease, pro-
America First does not mean America alone. The moting protections for human dignity and rights,
United States is a beacon of liberty, freedom, and and facilitating humanitarian efforts around the
opportunity. Since the conclusion of the Second world -- projecting American values as we stand
World War, the United States has led the devel- shoulder to shoulder with people in their hour of
opment of a rules-based international order that need. It is who we are as Americans.
allows nations to compete peacefully and cooper-
ate more effectively with one another. We worked The Department and USAID will continue to pay
together with allies and partners to build the in- our fair share but will not commit to invest with-
stitutions and structures to defend the sovereign- out returns. The Department of State and USAID
ty, self-governance, security, and prosperity of all must encourage, prepare, and support our allies
nations and peoples. Yet past successes alone can- and partners to meet their obligations. We are
not ensure this system will continue indefinitely committed to maximizing the impact of Ameri-
without being renewed, rejuvenated, and made to can taxpayer dollars and ensuring that the foreign
be truly reciprocal. As the President stated in his assistance the agencies invest in lead to sustain-
remarks at the 72nd session of the United Nations able results.
General Assembly, “We are guided by outcomes,
not ideology. We have a policy of principled real- Strategic Objective 3.1: Transition
ism, rooted in shared goals, interests, and values.”9
nations from assistance recipients to
The ability to ensure peace, security, and pros-
perity requires a more principled and balanced enduring diplomatic, economic, and
approach to our engagement with our allies and security partners
partners: balanced between opportunity and re-
sponsibility; between shared goals, interests, and Strategic Objective Overview
values; and between assistance and enforcement.
U.S. foreign assistance aims to foster inclusive
U.S. foreign policy must first serve Americans and economic growth, reduce poverty, strengthen
our national interests, with the United States as a democratic governance, and enhance peace and
leader and integrated member of the global com- security, while helping countries progress beyond
munity. Through alliances and partnerships, the needing assistance. The Department of State and
United States promotes mutual security and eco- USAID will ensure partner countries demonstrate
nomic interests in cooperation with like-minded their tangible commitment to achieving these ob-
countries. The United States moreover continues jectives while maximizing the impact of Amer-
to play a leading role in international and mul- ican taxpayer dollars. U.S. assistance will not be
tilateral organizations, presenting opportunities provided in perpetuity. The Department and US-
to build consensus around American values, ad- AID will measure the impact of our assistance by
vancing American national security, economic, how it helps countries move from assistance re-
and development goals; and rallying collective cipients to enduring diplomatic, economic, and
action with American leadership. However, no security partners.
one nation should have to bear a disproportion-
ate share of the burden of responsibility to protect
against common threats.
9 The President of the United States’ remarks at the 72nd session of the United Nations General Assembly: https://www.white-
house.gov/briefings-statements/remarks-president-trump-72nd-session-united-nations-general-assembly/
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GOAL 3: PROMOTE AMERICAN LEADERSHIP THROUGH BALANCED ENGAGEMENT
Strategies for Achieving the Objective sociation of Southeast Asian Nations (ASEAN),
the European Union (EU), Economic Communi-
The Department and USAID will prioritize pro- ty of West African States (ECOWAS), the Organi-
grams that assist countries in improving their zation of American States (OAS), the Organiza-
policies to stimulate economic growth, strength- tion of Economic Cooperation and Development
en their democratic institutions, foster co-invest- (OECD), and others are key stakeholders advo-
ments, share the burden of addressing common cating for common standards and global partner-
challenges, and mobilize domestic resources for ships. UN agencies and bilateral donors provide
self-sufficiency. We will promote an efficient, project expertise and funding complementing
effective, and supportive legal and regulatory U.S. assistance.
environment that attracts investment in partner
nations through close partnerships with the U.S. Risk
interagency and multilateral institutions while
supporting each country’s self-determined devel- Risks include negative changes in the econom-
opment path. ic and political context; malign influence from
state and non-state actors; large scale population
Strong interagency field missions will develop movements resulting from conflict and instabil-
country specific strategies that focus available ity in neighboring countries that strain public
resources to efficiently overcome challenges and services, infrastructure, and integration services
capitalize on opportunities in each country. This in receiving countries; corruption; and the risk
targeted strategy will enable realistic planning of natural disasters (floods, droughts, tsunamis,
and monitoring of each country’s progress to- earthquakes, and other extreme weather events).
wards self-sufficiency.
In line with American values, Department and
USAID programs enhance good governance and By 2022, all USAID Country Development
security, support the rule of the law, promote for- Cooperation Strategies (CDCSs) will address
eign direct investment, combat corruption, and ways to strengthen partner country capacity
protect private and intellectual property rights. to further its self-reliance.
These programs must also improve a country’s
ability and willingness to mobilize domestic re-
sources as a key element of achieving shared
prosperity and greater partnership in global de- Strategic Objective 3.2: Engage
velopment, diplomacy, and security. We will co-
ordinate media outreach and public communi-
international fora to further
cations to explain our assistance while creating American values and foreign policy
public support for future partnerships. goals while seeking more equitable
burden sharing
Cross Agency Collaboration
Strategic Objective Overview
The Department and USAID work closely with
the Departments of Defense, Treasury, Agricul- International organizations present opportunities
ture, Energy, Environmental Protection, Justice, to build consensus around American values; ad-
Commerce, and Health and Human Services. vance American national security, economic, and
The Millennium Challenge Corporation provides development goals; and rally collective action with
assistance to partner countries to meet threshold American leadership. Multilateral organizations
indicators on democracy, anti-corruption, and set norms that support political stability, personal
rule of law. Regional associations such as the As- liberty, economic prosperity, public health, social
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development, and that address forced displace- tion. Many recipients of U.S. assistance play crit-
ment and international migration. By working ical roles as partners in countering transnational
through these fora, the United States can more terrorist and criminal groups and as contributors
effectively make our citizens safe, our business- to peace operations. We will engage with new
es prosperous, and our future promising. Active donors willing to contribute expertise and funds
engagement in multilateral fora allows the United such that our mutual efforts and shared costs
States to exercise its leadership to shape the rules align with the Department and USAID’s respec-
and norms of the international order and to pre- tive comparative advantages.
vent malign actors from advancing ideas and pol-
icies that are contrary to our interests. The Department will employ a wide range of pub-
lic diplomacy tools to underscore U.S. leadership
The United States makes assessed contributions on the global stage, and particularly as host of in-
to 44 international organizations, including the ternational organizations. Highlighting U.S. lead-
UN and NATO. U.S. contributions include sup- ership will provide opportunities to demonstrate
port to international peacekeeping activities, the the utility of these organizations in promoting
International Organization for Migration (IOM), American interests. The Department and USAID
the World Health Organization (WHO), and the will seek to increase the number and percentage
United Nations High Commissioner for Refugees of Americans serving in international organiza-
(UNHCR). In all of these cases, the U.S. govern- tions at all levels, including the United Nations
ment strives to ensure equitable burden sharing and its technical and specialized agencies, and in
among donors and to leverage a broader inter- the governance of international economic fora.
national donor base. American representatives
serving on governing boards of international or- Cross Agency Collaboration
ganizations contribute significantly to the policies
and standards set by these bodies. Cooperation across the U.S. Government is essen-
tial to achieving more equitable burden sharing.
Strategies for Achieving the Objective This cooperation is also necessary to align posi-
tions on organizational reform, contributions to
While ensuring the integrity of our sovereignty and maintenance of high fiduciary, social and
and respecting the sovereignty of our partners, environmental standards in multilateral develop-
the Department of State and USAID will lead by ment banks. In addition, filling senior positions
example and leverage the potential of the multi- in international organizations with Americans is a
lateral system to help defuse crises; mitigate de- priority to enable advancement of U.S. values and
stabilizing economic events; deter aggression and interests.
extreme ideologies; promote fair and reciprocal
trade; enhance economic competitiveness; open Risk
markets; and cooperate on migration issues. It is
the primary responsibility of sovereign states to As other nations increase their relative financial
help ensure that migration is safe, orderly, and le- contributions and participation in multilateral
gal. fora, it could decrease U.S. influence in achiev-
ing key policy objectives in specific cases as well
The Department and USAID will support and ini- as blunt broader organizational reform, leaving
tiate reforms to make international bodies more the door open to adversaries exerting greater in-
efficient, effective, and equitable in mobilizing all fluence in shaping the international order. This
member states to preserve the global commons. would limit the agencies’ ability to advance the
U.S. foreign policy agenda and could result in
We must hold others accountable for sharing the setbacks on key policies that promote and protect
financial burden while supporting collective ac- American interests.
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7
Performance Goal 3.2.1 Young African Leaders Initiative. The Depart-

ment of State and USAID will facilitate access for
By 2022, U.S. contributions as a percentage of and collaborate with U.S. companies and founda-
total funding support for international orga- tions that invest in workforce skills development
nizations are reduced below 2017 levels. for foreign populations, expand digital literacy
and access, and foster entrepreneurship ecosys-
tems that support U.S. interests.
Strategic Objective 3.3: Increase Strategies for Achieving the Objective

partnerships with the private sector The Department and USAID will engage civil
and civil-society organizations to society and NGOs, along with the private sector,
mobilize support and resources and to maximize our ability to affect positive change,
shape foreign public opinion including protecting ethnic and religious minori-
ties and other marginalized populations; promot-
Strategic Objective Overview ing religious and ethnic tolerance; and providing
emergency assistance to human rights defenders
The United States cannot accomplish effective di- and survivors of abuse.
plomacy and development alone. Strategic part-
nerships across the public, private, faith-based, The Department and USAID will develop training
and nonprofit sectors help the United States con- focused on non-government entities. Developing
nect with communities and civil society to create sustainable and effective partnerships outside the
shared value, purpose, and vision, and are critical public sector requires unique skills and tools dis-
to achieving our national security objectives. Be- tinct from those used in government-to-govern-
cause decision-making is dispersed among state ment diplomacy. Successful communication with
and non-state actors, cultivating relationships is civil society and foreign publics requires mutual
vital. understanding and trust. We must develop and
train our workforce to effectively deploy peo-
USAID’s Global Development Alliance (GDA) ple-to-people and communication programs to
builds partnerships with local and international generate the strong support and robust local par-
companies and a range of other partners based on ticipation necessary to solidify partnerships that
principles of shared interest and value focused on produce maximum impact.
market-based solutions. Working with financial
institutions, companies, and other financial pro- Cross Agency Collaboration
viders, USAID facilitates greater private invest-
ment to support development objectives in en- Our strategic partnerships represent a diverse
ergy, agriculture, and health. USAID works with network of organizations, including for-profit
partners to tackle barriers to investment and to businesses, civil society, academic institutions,
provide technical expertise and tools. philanthropic foundations, and diaspora groups.
Partners include state and local law enforcement
Digital engagement, visitor and exchange pro- agencies; American and foreign universities; me-
grams, and local community efforts led by U.S. dia organizations and journalist advocacy groups;
program alumni help build partnerships that cultural; sports; and youth organizations; reli-
positively influence foreign publics in pursuit of gious leaders and religious communities; faith-
U.S interests. More than 650 public engagement based organizations; and schools.
facilities (“American Spaces”) worldwide enable
English language learning, people-to-people pro-
grams, and youth leadership networks like the
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Risk tance recipients enables U.S. humanitarian assis-

tance to lay the groundwork for long-term polit-
Shrinking democratic spaces make programs ical, economic, and social advancements, which
more costly, dangerous, restrictive, or illegal. The will consolidate and protect American invest-
Department and USAID use rigorous program ments, produce new opportunities, and project
reviews to maintain transparency while protect- American values and leadership.
ing the security of our partners. Lastly, signif-
icant drops in a population’s trust of the United The U.S. President’s Emergency Plan for AIDS
States may constrain willingness to work with the Relief (PEPFAR), active in more than 60 coun-
Department and USAID as partners. tries, catalyzes a global response to control the
HIV/AIDS epidemic. Innovative programs in
Performance Goal 3.3.1 nutrition and women’s health support USAID’s
efforts in preventing maternal and child deaths.
By 2022, increase partnerships with the pri- In addition, the Global Health Security Agenda
vate and public sectors in order to promote (GHSA) serves as a multilateral and multi-sec-
shared goals, leverage resources, and utilize toral approach to strengthen capacities to prevent,
expertise for more sustainable results. detect, and respond to infectious threats and pub-
lic health emergencies of international concern,
and to enable national governments to fulfill their
obligations under the International Health Regu-
Performance Goal 3.3.2 lations (IHR).
By 2022, increase approval of United States Strategies for Achieving the Objective
government policies among influential for-
eign publics. The Department and USAID will take the lead
on humanitarian assistance globally through pol-
icies, multi-sectoral programs, and funding in or-
der to provide protection and ease suffering. We
will work through multilateral systems to build
Strategic Objective 3.4: Project global partnerships and ensure compliance with
international norms and standards. Additionally,
American values and leadership by we will promote best practices in humanitarian
preventing the spread of disease and response, ensuring that humanitarian principles
providing humanitarian relief are supporting broader U.S. foreign policy goals.
Collaboration with donors and host countries will
Strategic Objective Overview help identify solutions to displacement, protect
people at risk, promote disaster risk reduction,
Health crises, disease, conflicts, water scarcity, and foster resilience. The Department and US-
land degradation, and natural disasters displace AID will give particular attention to mitigating
tens of millions of people each year, and can gender-based violence in emergency contexts.
destabilize societies and political systems. We
will stand with the world’s people when disaster Through efforts in family planning, malaria, HIV/
strikes or crisis emerges, because that is who we AIDS, and nutrition, the agencies’ health pro-
are as Americans. As the world’s leaders in hu- grams will work to strengthen child and maternal
manitarian assistance, food security and health, health, a cornerstone of public health, to reduce
the Department and USAID demonstrate the best deaths, preempt pandemics and the spread of dis-
of American leadership and compassion around eases, and foster prosperity and stability. These
the world. Strengthening the resilience of assis- programs will concentrate on countries with the
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7
highest need, demonstrable commitment, and Performance Goal 3.4.1

potential to leverage resources from the public
and private sectors. By September 30, 2019, U.S. global leadership
and assistance to prevent child and maternal
The Department and USAID will provide global deaths will annually reduce under-five mor-
leadership, support country-led efforts, and inno- tality in 25 maternal and child health U.S.
vate to implement cost-effective and sustainable Government-priority countries by an average
interventions at scale to prevent the spread of of 2 deaths per 1000 live births per year as
the HIV/ AIDS epidemic and mitigate its effects. compared to 2017. (APG)
Working with health ministries, partners, and
communities, our programs will scale up effective,
equitable, locally adapted, and evidence-based
interventions to reach poor, marginalized, and Performance Goal 3.4.2
vulnerable people to prevent and treat infectious
diseases. By September 30, 2019, new infections
are fewer than deaths from all causes in
Cross Agency Collaboration HIV-positive patients in up to 13 high-HIV
burden countries through leadership by State
In order to achieve this objective, we will collab- and implementation by USAID; the U.S.
orate with the our interagency partners including Department of Health and Human Services
the Departments of Treasury, Defense, Com- and its Agencies, including the Centers for
merce, Agriculture, Health and Human Services, Disease Control and Prevention, the Health
Labor, Peace Corps, and the Millennium Chal- Resources and Services Administration, and
lenge Corporation. Other partners include the the National Institutes of Health; the Depart-
American Chambers of Commerce, foreign de- ments of Defense, Labor, and Treasury; and
velopment assistance agencies, multilateral devel- the Peace Corps. (APG)
opment finance institutions, and NGOs.
Risk
The risks to this objective include insufficient
transparency and accountability in partner coun- By 2022, State increases its systematic re-
tries and implementing partners, strains that sponse to gender-based violence in new and
could lead to instability in refugee-hosting na- evolving emergencies by maintaining or in-
tions, and nations that seek to subvert U.S. lead- creasing the percentage of NGO or other
ership or otherwise seek to promote their own international organization projects that in-
interests. Other risks to our efforts include reluc- clude dedicated activities to prevent and/or
tance of partner governments to comply with IHR respond to gender-based violence.
and contribute their fair share, economic down-
turns, natural disasters, and conflict.
By 2022, USAID increases its systematic re-

sponse to gender-based violence in emergen-
cies by increasing the percentage of proposals
it receives from non-governmental organiza-
tions that include protection mainstreaming
to 95 percent.
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7
Through 2022, timely contributions to emer-

gency appeals ensure humanitarian interna-
tional organizations respond rapidly to the
urgent needs of refugees and other popu-
lations of concern by maintaining the per-
centage of UNHCR Supplementary Appeals
and ICRC Budget Extension Appeals the U.S.
commits funding to within three months.
By 2022, the United States will increase the

timeliness and effectiveness of responses to
U.S. government-declared international di-
sasters, responding to 95 percent of disaster
declarations within 72 hours and reporting
on results.
By 2019, the United States will identify and

pursue key changes by major implementing
partners the U.S. believes are required to im-
prove accountability and effectiveness, and
create operational and managerial costs sav-
ings in humanitarian responses as outlined in
the Grand Bargain.
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GOAL 4:
ENSURE EFFECTIVENESS AND ACCOUNTABILITY
TO THE AMERICAN TAXPAYER
Strategic Goal Overview ensures the agencies have the right people at the
right time with the right expertise domestically
The Federal Government can and should oper- and abroad. Flexible physical workplaces, state-
ate more effectively, efficiently, and securely. As of-the-art technology and use of cloud technol-
such, the Administration will set goals in areas ogies will enable secure access to information
that are critical to improving the Federal Gov- technology anytime, anywhere. Integrated data
ernment’s effectiveness, efficiency, cybersecurity, platforms will improve knowledge sharing, col-
and accountability. This includes taking an evi- laboration and data-driven decision making by
dence-based approach to improving programs leaders and staff. To maintain safe and secure
and services; reducing the burden of compliance operations, we will continue to assess facilities
activities; delivering high performing program and numbers of people at all overseas missions,
results and services to citizens and businesses adjusting where needed, and conduct annual re-
through effective and efficient mission support views of high threat, high risk posts.
services; and holding agencies accountable for
improving performance. The Department and USAID consistently seek
to maximize taxpayers’ return on investment
In support of these aims, this goal guides the man- and improve operational efficiency; one import-
agement of our people, programs, information, ant means is by addressing the management ob-
and capital assets. It requires pursuing efficiencies jectives cited in the JSP. Strategies contained in
at all levels, streamlining the Department of State this goal’s management objectives address several
and USAID’s organizations without undermining of the management and performance challenges
their effectiveness; using data-driven analysis for identified by the Department and USAID Offices
decisions; making risk-based investments in safe- of Inspector General (OIG) in the Department11
ty and security; diversifying and reorienting the and USAID’s12 recent Agency Financial Reports
foreign assistance portfolio toward innovation and by the U.S. Government Accountability Of-
and sustainability; and developing a more flexible, fice (GAO). The Department and USAID will
highly skilled workforce. track progress towards successful completion of
strategic objective performance goals across this
The Department and USAID will optimize op- goal in the Annual Performance Plan and Annual
erations and resource allocations to execute our Performance Report.
diplomatic and development objectives in a se-
cure, strategic, well-coordinated manner. To Strategic Objective 4.1: Strengthen
better serve the mission and employees, as well
as achieve operational efficiencies, we will use a
the effectiveness and sustainability
range of service delivery models, including out- of our diplomacy and development
sourcing, shared services, local delivery, and investments
globally managed centers of excellence. We will
realize greater returns on investment by using Strategic Objective Overview
public-private partnerships and more adaptive
and flexible procurement mechanisms to comple- To be good stewards of American taxpayer dol-
ment more traditional models for implementing lars, achieve lasting results, and advance U.S.
foreign assistance. The Department and USAID foreign policy objectives, the Department and
will maintain an agile workforce structure that USAID will ensure sound strategic planning and
11 Department of State’s Agency Financial Report: https://www.state.gov/documents/organization/274977.pdf

12 USAID’s Agency Financial Report: https://www.usaid.gov/sites/default/files/documents/1868/USAIDFY2017AFR.pdf
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23
GOAL 4: ENSURE EFFECTIVENESS AND ACCOUNTABILITY TO THE AMERICAN TAXPAYER
program management are in place and invest our The Department and USAID conduct joint stra-
resources based on evidence. Our agencies work tegic planning for regional bureaus, which in turn
in countries with rapidly evolving political and informs country level strategic planning. Each
economic contexts and complex challenges. By Department of State functional bureau develops
adopting more innovative and flexible approach- a strategic plan for coordination across regions
es to program design, and continuously learning and countries. All embassies have an Integrated
throughout program implementation, we will Country Strategy (ICS) in place, and as of 2017,
be able to respond nimbly and adapt to lessons USAID operating units completed 63 Country
learned. Development Cooperation Strategies (CDCS),
representing the majority of USAID missions.13
Disciplined planning and design processes help The sustainability of our investments depends
ensure the Department and USAID understand on results produced and valued by partner coun-
the local country context, assess what we need to tries. Therefore, we will give precedence to local
do, and set meaningful performance milestones priorities and local implementers in regional and
and targets to achieve diplomatic and develop- country strategic planning that align with Amer-
ment objectives. Robust monitoring and evalu- ican interests.
ation processes enable our agencies to learn what
is working and how best to adapt programs to The Department and USAID will evaluate pro-
achieve results. Ultimately, the purpose of foreign grams to learn what is working well and where
assistance is to end its need for existence, by sup- there is a need to adapt to maximize effectiveness.
porting countries in leading their own develop- All foreign assistance evaluation reports will con-
ment journey. tinue to be publicly available on USAID14 and
Department15 websites. Ancillary to these efforts
The Department and USAID will invest in cut- is the creation of USAID’s Development Informa-
ting-edge approaches to find new and better ways tion System (DIS), a unified portfolio manage-
to address the problems we are trying to solve. ment system designed to better manage USAID’s
We will collaborate with the private sector and data, facilitate evidence-based decision-making,
other non-traditional actors that can bring new and enable USAID to improve reporting on the
resources and ideas, leverage new technologies results of its activities.
or innovations that can accelerate our efforts, and
strengthen the capacity of local partners to ensure The Department and USAID will develop train-
the long-term sustainability and success of De- ing and provide guidance to enable bureaus and
partment and USAID programming. overseas missions to define more clearly their pro-
grammatic goals, describe how our investments
Strategies for Achieving the Objective will help achieve them, and conduct robust mon-
itoring and evaluation to determine the results
The Department of State’s Managing for Results and strengthen accountability. This guidance will
Framework (MfR) and the USAID Program Cy- be available online and will communicate to the
cle are foundational to making diplomatic en- public the processes in place to ensure good man-
gagement activities and development investments agement of taxpayer resources.16
effective, efficient, and sustainable. These frame-
works for strategic planning, budgeting, and We will increase the efficiency and effectiveness
program management set the stage for strategic of procuring services through contracts and sup-
alignment of resources and evidence-based diplo- port partners with grants and cooperative agree-
macy and development. ments, and increase our use of innovative and
flexible instruments that allow for co-creation
13 Country Development Cooperation Strategies https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs

14 Development Experience Clearinghouse: https://dec.usaid.gov/dec/home/Default.aspx
15 Foreign Assistance Evaluations: https://dec.usaid.gov/dec/home/Default.aspx
16 State: https://www.state.gov/f/tools/ and USAID: https://usaidlearninglab.org/mel-toolkits
54
7
and payment for performance. The Department a result, development impact may take additional
and USAID will streamline acquisition and assis- time as local partner capacity is strengthened in
tance processes, deploy the State Assistance Man- the short term.
agement System (SAMS) across the Department,
and create innovative approaches to improve core Performance Goal 4.1.1
operations, increase stakeholder engagement, and
enhance the capabilities of our workforce. Exist- By 2022, increase the use of evidence to in-
ing grant management systems will be improved form budget, program planning and design,
to include performance management capabilities, and management decisions.
streamlined communication, oversight, and coor-
dination with grant recipients.
Cross Agency Collaboration Performance Goal 4.1.2
The Department and USAID collaborate with By 2022, increase engagement with local
government institutions, private sector partners, partners to strengthen their ability to imple-
national and international aid transparency and ment their own development agenda.
oversight groups, and civil society organizations
in partner countries to gain valuable external per-
spectives and new ideas about how we conduct our
work. We meet with Congressional stakeholders Performance Goal 4.1.3
to discuss proposed budgets and approaches to
delivering on our missions as well as on the status By September 30, 2019, USAID will have in-
of pending legislation and our implementation of creased the use of collaborative partnering
new laws affecting effectiveness and efficiency. methods and co-creation within new awards,
measured by dollars and percentage of pro-
Risk curement actions (to be determined after
baselines established in FY2018). (APG)
While risk is inherent to the Department and US-
AID’s work, planning, managing, and monitoring
projects in non-permissive environments poses
specific challenges. These include finding qual-
ified contractors and grantees willing to work in Performance Goal 4.1.4
these environments, vetting partners, providing
security for and periodically evacuating overseas By September 30, 2019, meet or exceed Fed-
agency personnel, and gaining access to local eral targets for Best-In-Class (BIC) contract
partners and project locales for appropriate proj- awards. (APG)
ect design and monitoring.
Greater engagement of local implementers can

also pose risk. USAID will continue to use a
Non-U.S. Organization Pre-Award Survey to de-
termine the risks involved in the selection of local
implementing partners and develop special award
conditions to mitigate identified risks. Building
local capacity can, however, take time, be more
resource intensive up front, and may slow the rate
of achieving specific development objectives. As
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Strategic Objective 4.2: Provide processes to adopt interoperable processes, stan-

dards, and tools.
modern and secure infrastructure
and operational capabilities to Both agencies are committed to accomplishing
support effective diplomacy and IT goals in order to better support overarching
development diplomacy and development strategies. For the
Department, this commitment is outlined in the
Strategic Objective Overview IT Strategic Plan objective “Modernizing IT In-
frastructure,” which states that the Department
The Department of State and USAID coordinate will “deploy a modernized IT infrastructure that
closely to achieve U.S. foreign policy objectives. enables seamless access to information resourc-
Mission execution is supported by multiple op- es.” In turn, in USAID’s IT Strategic Plan, its Goal
erational platforms with minimal leveraging of 2 ”Secure Operations Excellence” states that “IT
shared services. Harmonizing mission support operations and information security is improved,
functions for both agencies will leverage econo- and the infrastructure supporting all of our IT
mies of scale, improve process visibility, enhance services is reliable, efficient, and meets their ser-
technology integration, and improve the quality vice level agreements.”
and the speed with which the agencies deliver
support services. The Department of State’s Impact Initiative and
USAID’s ReDesign will contribute to achiev-
The Administration’s support for benchmarking ing this objective. Enhancement of the Depart-
results, as well as staff perceptions shared during ment’s Integrated Logistics Management System
the Secretary’s listening tour, emphasized the need has been ongoing since 2015, and will continue
for the Department and USAID to improve the into the foreseeable future. In addition, the De-
efficiency and effectiveness of management sup- partment and USAID’s respective efforts to im-
port functions, including the global logistics and plement action plans to comply with the Federal
supply chain. This includes improving staff ’s cus- Information Technology Acquisition Reform Act
tomer satisfaction with mission support services (FITARA), Federal Information Security Man-
while also reducing costs. This will entail more agement Act (FISMA), and Federal IT modern-
consistent evaluation of support services results ization efforts will also substantively contribute to
to ensure the Department’s global supply chain a modern and secure technology infrastructure.
meets or exceeds established service standards.
Strategies for Achieving the Objective
Our geographically dispersed staff requires tech-
nological tools to work and collaborate from any- The Department and USAID will promote and
where at any time using any mobile or fixed de- share services where appropriate to deliver cost
vice. For staff to work more efficiently, data and effective and customer focused services and prod-
information technology (IT) security policies and ucts. Informed by analysis grounded in data, the
procedures must be aligned to support the con- agencies will consolidate where appropriate and
duct of diplomacy and development assistance. improve logistics. Improving the quality of data
The Department and USAID’s IT risk manage- will be a priority. We will increase data quality
ment approaches should also be clear and flexi- assurance measures, such as enforcing enterprise
ble enough to allow for the expeditious testing data standards, conducting periodic data quality
and piloting of emergent tools. Connecting the audits to assess data validity, and mitigating root
agencies’ infrastructure and services will reduce causes of systemic errors.
the complexity and long-term costs of the agen-
cies’ IT systems. We will pursue a collaborative The Department and USAID will prioritize
approach to improving IT and data governance cloud-based tools for collaboration and web-
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based systems that improve the accessibility of Risk

timely, relevant data to staff and decision mak-
ers. Wireless access to data will enhance pro- Modernizing legacy systems and training staff on
ductivity within agency offices. To facilitate cen- these systems present risks to the agencies. Addi-
tralized control of IT resources, the Department tionally, this will likely have higher costs up front,
will improve the governance processes to ensure but the initial investment will lead to long-term
its Chief Information Office (CIO) is positioned payoffs and cost savings. There may be a risk in
to meet legislative requirements for control over spending money to maintain old services rather
Department-wide IT spending and systems -- an than investing in newer cost saving technology.
effort that has already occurred at USAID. Tiered
trust security will allow access to data based on Performance Goal 4.2.1
the level of trust established by user identification,
device, and location. The Department and US- By 2022, provide USAID staff access to inte-
AID will modernize legacy systems and software, grated and accurate foreign assistance port-
which will include efforts to reduce the number folio data to better assess performance and
of disjointed data warehouses. Employing busi- inform decision-making.
ness intelligence tools will allow the aggregation,
analysis, research, and evidence-based assessment
of U.S. foreign policy and development work for
data scientists. Performance Goal 4.2.2
The Department will continue to expand and im- By 2022, establish a plan to expand and lever-
prove its global supply chain platform, the Inte- age analytics capabilities of the Department’s
grated Logistics Management System (ILMS). We integrated global logistics systems to drive
will train more staff at posts to use ILMS to re- data-informed decisions, efficiencies, and/or
duce their use of resources, monitor for fraud, and improved accountability in the supply chain.
streamline logistics and procurement processes.
The Department may develop new ILMS modules
to expand posts’ capabilities further, for example
by producing new types of reports that analyze Performance Goal 4.2.3
different data. Other agencies have shown inter-
est in using this logistics platform. We will en- By 2022, improve or maintain the agencies’
courage them to participate in this shared service, Megabyte Act grades to A to realize cost sav-
which would reduce costs to each agency. How- ings and efficiencies.
ever, the inability to conduct pilot tests, site visits,
and training could potentially hinder the Depart-
ment’s ability to expand the ILMS platform and
gain the efficiencies that come from it.
Cross Agency Collaboration
The Office of Management and Budget (OMB),

House Oversight and Government Reform
(HOGR) Committee, Foreign affairs agencies that
operate under Chief of Mission authority over-
seas, and the American public and businesses that
rely on accurate Department and USAID data.
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Performance Goal 4.2.4 the impact of our foreign policy objectives while
further diversifying and empowering an agile
By September 30, 2019, the Department will workforce.
improve its IT service delivery by reducing
the average time associated with providing Strategies for Achieving the Objective
new IT capabilities by 20 percent (baseline
to be determined in FY 2018), managing The Department and USAID seek to improve
100 percent of workforce digital identities flexibility, cost effectiveness, and strategic human
through a central Enterprise Identity Man- capital support at each agency. As such, the De-
agement solution, from a baseline of zero, partment’s Impact Initiative and USAID’s ReDe-
and increasing workforce access to cloud- sign as well as the Human Resources Transforma-
based email and business data from any de- tion Initiatives will be important in achieving this
vice from 10 percent to 100 percent. (APG) objective. We will establish consistent, measur-
able standards for HR processes and procedures,
performance goals, and continuous improvement
initiatives where needed. We will review and en-
hance service level agreements that better enable
customers to focus on the core business/mission.
Strategic Objective 4.3: Enhance In addition, we will expand or create specialized
work teams and processes for complex inquiries.
workforce performance, leadership,
engagement, and accountability to The Department and USAID will review HR
execute our mission efficiently and functions and staff within each agency and rec-
effectively ommend internal consolidation and outsourcing
where appropriate to enhance flexible service de-
Strategic Objective Overview livery and provide global service and support to
multiple bureaus more uniformly. Centralizing,
The Secretary’s Listening Report found that at consolidating, and automating transactions will
both the Department of State and USAID, peo- allow HR staff at both agencies to provide more
ple are inspired by being of service and making a strategic human capital support. USAID will
difference, and are passionate about the mission continue to advance implementation of its HR
to serve humanity. In both cases, people are in- Transformation Objectives to strengthen HR op-
spired by those with whom they work. The Re- erations.
port also identified human resource (HR) issues
that the Department and USAID could each im- The Department and USAID will develop an inte-
prove. Some of the findings for our agencies in- grated approach to talent management that max-
cluded distributed delivery of burdensome, dupli- imizes transparency and employee engagement,
cative transactions; redundant HR systems; and motivation, and accountability. We will close the
minimal quality assurance mechanisms to ensure gap between current and desired workforce capa-
accuracy and validity of data. The Department bilities by adopting effective workforce planning
and USAID will each create nimble and data-in- tools and hiring programs with best practice met-
formed decision making processes that lead to rics and targets. We will develop talent manage-
greater employee engagement with HR services. ment platforms tailored to each individual agen-
We will bolster programs to hire, develop, assess, cy to better align personnel with positions and
and align technical, managerial, and leadership streamline workforce strategic planning. USAID
talent (especially at the senior ranks) specific to will complete implementation of its HR Transfor-
each agency. By focusing on the issues identified mation Objectives related to workforce planning
above, the Department and USAID will maximize and deployment of staff. The Department will
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complete and implement its TalentMap system and databases, there must be standard operating
and create full service websites for managers. procedures that preserve the data quality of em-
ployee records. Finally, efforts to improve talent
The Department and USAID will emphasize pro- management within a merit-based system require
fessional development and empower leadership sustained leadership within the Department and
at all levels. Our approach will promote diversi- support from Congress and unions.
ty and inclusion and will help increase employee
wellness. We will enhance performance manage- Performance Goal 4.3.1
ment tools that enable frequent and substantive
discussions, including multisource feedback, tied By 2022, the Department of State will reduce
to performance expectations. Increasing leader- the costs of HR service delivery by 14 percent.
ship and diversity classes will contribute to these
outcomes. To ensure greater employee and man-
agement accountability, we will better align per-
formance objectives to measurable criteria, and Performance Goal 4.3.2
we will enforce mandatory training requirements.
The Department and USAID will identify prom- By 2022, the Department of State and USAID
ising leaders and invest in their growth. will achieve a 5.08 overall satisfaction score
in the Human Capital function of GSA’s Cus-
Cross Agency Collaboration tomer Satisfaction Survey.
The Office of Management and Budget (OMB)
and Office of Personnel Management (OPM)
guidance is instrumental in achieving this ob- Performance Goal 4.3.3
jective. The Department and USAID meet with
Congressional stakeholders to discuss proposed By 2022, the Department of State will in-
budgets and approaches to delivering on our mis- crease its FEVS calculated Employee Engage-
sions as well as on the status of pending legislation ment Index to 72 percent.
and our implementation of new laws affecting ef-
fectiveness and efficiency.
Risk
Strategic Objective 4.4: Strengthen
Consolidating HR functions within each individ-
ual organization while ensuring they are compli-
security and safety of workforce and
ant with legislative requirements will be expensive physical assets
and time consuming. The Department of State
and USAID must demonstrate that centralization Strategic Objective Overview
will increase efficiency and ultimately save money.
Crime, terrorist attacks, civil disorder, health,
Centralization will challenge traditional HR and natural disasters threaten U.S. government
structures and practices of the Department, par- personnel, their family members, and U.S. gov-
ticularly within regional bureaus. The Depart- ernment facilities around the world. The Depart-
ment and USAID must also ensure staffing lev- ment of State and USAID aim to ensure its people
els align with the Department’s Impact Initiative and assets are safe by strengthening security pro-
and USAID’s ReDesign organizational structure grams, protective operations, and physical build-
and clearly communicate expectations for staff. ing infrastructure.
As we implement new workforce planning tools
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The Department and USAID will secure U.S. for- State bureaus. Relevant representation from US-
eign affairs activity in all operating environments AID and the Department of Defense should also
by providing safe, secure, functional, and sustain- be included to reflect an approach that encom-
able facilities. Department and USAID facilities passes defense, diplomacy, and development.
must comply with stringent security, protective,
health, safety, environmental, and building code Staff plays a vital role in strengthening the security
requirements, while ensuring a level of openness posture for both the Department and USAID. We
and accessibility that enables diplomatic priori- will promote efforts to improve staff proficiency
ties. in mitigating organizational and individual staff
security. We will emphasize a risk profile that bal-
Diplomatic Security’s International Program (DS/ ances risk and operational effectiveness and pre-
IP) and High Threat Program (DS/HTP) Direc- pare people to operate wherever our work takes
torates will help to achieve this objective through us, including in increasingly complex, unstable,
risk-based analysis and recommendations. The and risky environments. The Department and
USAID Space Matters Program and the Depart- USAID will centralize lessons learned with re-
ment of State’s Impact Initiative and USAID’s Re- spect to both risk management and security con-
Design will also contribute to this objective. cerns, thus making it easy to search and data mine
security-related information to improve the insti-
Strategies for Achieving the Objective tutionalization of corrective actions and create a
true learning organization. We will also develop a
The Department and USAID must proactively as- mission analysis and policy planning process that
sess risks and strengthen the ability to respond. is consistent, credible, and actionable, and that
Achieving this requires strategies in priority ar- balances risk and resources.
eas, which includes fulfilling the Department’s
key responsibilities of developing and ensur- Finally, the Department and USAID will codify
ing compliance with security standards, being a our cooperation with other agencies (for exam-
leader in protective security operations, and en- ple, Department of Defense, allied forces, Unit-
suring operationally safe facilities that adhere to ed Nations, NGOs, etc.) by establishing standing
occupational health and safety standards. This authorities, protocols, and global mechanisms to
will require yearly review of all high threat, high improve operational effectiveness overseas, espe-
risk posts by senior Department leadership using cially in non-permissive environments.
the Post Security Program Review (PSPRs) pro-
cess and Program Management Review (PMRs) Cross Agency Collaboration
process to ensure adherence to Overseas Securi-
ty Policy Board (OSPB) policy and compliance We will collaborate with the Department of
with procedures. Each year, the Department will Defense (DoD), United States Marine Corps
review and validate our continued, or new, pres- (USMC), Intelligence Community, Overseas Se-
ence at all high threat, high risk posts using the curity Policy Board (OSPB) members, private
Senior Committee on Overseas Risk Evaluation sector (architecture and engineering firms, con-
(SCORE) process. struction firms, etc.), Office of Management and
Budget (OMB), General Services Administration
The Department and USAID will establish and in- (GSA), and Congress to achieve this objective.
stitutionalize an “Expeditionary Platform Work-
ing Group” in instances when foreign policy goals Risk
dictate a diplomatic or development presence in
new or non-traditional operating environments. The Department and USAID have increased
This Working Group would incorporate subject diplomatic presence in dangerous places to ac-
matter experts from appropriate Department of complish U.S. foreign policy and development
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objectives. In those environments, it is harder to Performance Goal 4.4.3

protect our people and to build and operate safe
facilities. By 2022, domestically, USAID will improve
safety and efficiency by consolidating scat-
Political behavior that destabilizes existing gov- tered smaller spaces into more efficient larger
ernance structures or distribution of power com- locations.
plicates our ability to negotiate with government
officials and obtain the support needed for our
security programs and construction of facilities.
Events in countries where we maintain presence,
such as war, terrorism, and civil disturbance, have
impacts that could range from temporarily dis-
rupting operations to threatening the physical
safety of our employees, especially local employed
staff.
Certain countries and property owners are un-

able or unwilling to provide full site transparency,
which stifles fair pricing and access to preferen-
tial locations that provide a safer and more secure
environment for our operations and staff. Such
constraints are exacerbated by our need to assess
and operate under a variety of complicated local
construction conditions, environments, laws, and
regulations.
By 2022, ensure that Diplomatic Missions

reviewed through the Post Security Program
Review (PSPRs) process receive a 95-100 per-
cent rating.
By 2022, Department of State will move over-

seas U.S. government employees and local
staff into secure, safe, and functional facilities
at a rate of 3,000 staff per year.
61
7

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JOINT STRATEGIC PLAN

Goal 1: Protect America’s Security at Home and Abroad

Goal 3: Promote American Leadership through Balanced Engagement

Goal 4: Ensure Effectiveness and Accountability to the American Taxpayer

Message from the Administrator .....................................................................................13

Mission Statements ................................................................................................................19

Stakeholder Engagement .....................................................................................................19

Use of Evidence .......................................................................................................................21

Goal 1: Protect America’s Security at Home and Abroad .....................................23

Goal 2: Renew America’s Competitive Advantage for Sustained Economic

Strategic Objective 2.2: Promote healthy, educated and productive populations in

Goal 3: Promote American Leadership through Balanced Engagement .........45

Goal 4: Ensure Effectiveness and Accountability to the American

Strategic Objective 4.3: Enhance workforce performance, leadership, engagement,

The Department of State and USAID are pleased

The JSP supports the policy positions set forth

The JSP will be used by the Department and US-

Department of State USAID

Strategic Objective Overview Strategies for Achieving the Objective

Risk Strategic Objective 1.2: Defeat ISIS,

2 The President of the United States’ remarks: https://www.whitehouse.gov/briefings-statements/president-trumps-speech-ar-

3 Secretary Tillerson’s remarks: https://www.state.gov/secretary/remarks/2018/01/277493.htm

strengthen their institutional counterterrorism Performance Goal 1.2.2

Enemies of the United States will continue to

4 OECD States of Fragility Report, 2016: http://www.oecd-ilibrary.org/docserver/download/4316101e.pdf?expires=151508571

7 World Bank, World Development Report, 2011: http://web.worldbank.org/archive/website01306/web/early-findings.html.

public safety, holding perpetrators of atrocities Performance Goal 1.3.3

and liberty. We will work with our partners to Cross-Agency Collaboration

The Department will build a coalition of like-

threats to spur international border and transpor- Performance Goal 1.5.2

Cross-Agency Collaboration Through 2022, continue to ensure vigilant,

There may be a lack of adequate resources and

Foreign partners may be unwilling to share in-

Performance Goal 1.5.1

By 2022, increase information sharing with

Performance Goal 2.1.2 and political stability, resilience, and self-reliance

Host country governments, local civil society

We will support capacity building of private-sec- Cross Agency Collaboration

factors, including the degree of partner country Performance Goal 2.2.4

Department and USAID programs support part- Risk

The Department and USAID work with partner

Performance Goal 2.3.1

By 2022, promote an increase in U.S. energy

Performance Goal 2.3.2

Through 2022, prevent and combat corrup-

Performance Goal 2.3.3

By 2022, through assistance to central gov-

Performance Goal 3.2.1 Young African Leaders Initiative. The Depart-

Strategic Objective 3.3: Increase Strategies for Achieving the Objective

Risk tance recipients enables U.S. humanitarian assis-

highest need, demonstrable commitment, and Performance Goal 3.4.1

By 2022, USAID increases its systematic re-

Performance Goal 3.4.5

Through 2022, timely contributions to emer-

Performance Goal 3.4.6

By 2022, the United States will increase the

Performance Goal 3.4.7

By 2019, the United States will identify and

11 Department of State’s Agency Financial Report: https://www.state.gov/documents/organization/274977.pdf

13 Country Development Cooperation Strategies https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs

Cross Agency Collaboration Performance Goal 4.1.2

Greater engagement of local implementers can

Strategic Objective 4.2: Provide processes to adopt interoperable processes, stan-