-
How to Get Along with Your State Department Person
Following our guide for State Department personnel deployed with the military, we offer this set of tips for military working with State Department people. Everyone is special in his/her own way, so take what applies below and leave the rest.
— Your State Department person is unlikely to have had any military service, or any training into the way the military works. Unless you clearly do not have to, make sure s/he understands who out-ranks whom, what acronyms mean and what will be expected of him/her at a meeting (sit quietly, agree with General, offer real options, etc.). Your Statie is unlikely to arrive knowing the difference between the S-2 and the S-4.
— At the same time, State people usually have a lot of experience blending in to foreign cultures. S/he may talk the talk like a 25 year O-6, but unless you clearly do not have to, make sure s/he understands who out-ranks whom, what acronyms mean and what will be expected of him/her at a meeting (sit quietly, agree with General, offer real options, etc.). Some State people will inadvertently overdo it, maybe too many war movies, so it is OK to advise against calling the visiting CSM “Sarge” or trying to out profane the “guys” in the “unit.”
— Inside an embassy, almost everyone but the ambassador calls each other by his/her first name. People are “asked” to do things and expected to understand when “ask” means “an order.” Even though State people may say “I’d like you to…” or “If you get a chance…” those words may or may not mean what they sound like. It is usually considered a bit uncool or crass to issue “orders” or “demand” things even when that is what you are clearly doing. State people can read these things like dogs understand each other by sniffing, but you may not get what’s going on. If a State person says “It is my strong recommendation…” for example, that means “Goddammit, do it now.” “I’ll consider it” or “That requires some study” are the same as “I’m busy that night” in the dating world.
— Explain to your Statie who to talk to about problems. S/he will have at least courtesy meetings regularly with your boss’ boss and that would be a bad place for the Statie to casually bring up a minor complaint about his CHU. While some Staties are indeed out to jerk you around, in most cases it is benign ignorance. Tell your Statie to come to you personally with any issues, however small.
— Telling your Statie to pack for a helo trip, or be prepared to overnight means nothing to them. Be specific: one small backpack you can carry yourself, boots not shoes, bring a sleeping bag, etc.
— State does not do Powerpoint well. If you are expecting slides or a presentation, get someone to help your Statie get ready. Be very specific: if you only need one slide, say that. If you need photos, a chart, whatever, don’t assume, specify.
— State is a very vertical organization. Everyone is at least a Major and thinks they are a Colonel. At the same time, very little authority is explicit or delegated. Expect even minor decisions to take time and be run up the chain. Whereas a decision run up through channels to a Four Star is a big deal, it is not uncommon in State for even relatively minor things to be “cleared” by the Deputy Chief of Mission or Ambassador as part of State’s deeply ingrained CYA culture. It may not mean that much, so don’t over-read into it.
— The State Department culture is very clearly comfortable with men and women in all roles. Sexual harassment is not tolerated in any form, even what some might call “friendly kidding around.” Gay Staties are very openly accepted and acknowledged. Ambassadors will travel with their partners on government travel. While usually age and rank in State track, State does accept entry-levels of all ages, and the promotion system can send relatively young people into higher positions. Your Statie’s attitude on these things may differ from yours.
— State rarely has any money. Think of the relationship like an old-timey date– you’ll pay. Most State people are encouraged to believe that DOD has unlimited personnel, money and resources. If you say something can’t be done for lack of these, however truthful, your State person will think you are not telling the truth.
— There is no physical fitness requirement at State. Medical clearance is mostly a negative thing– the Statie doesn’t have a life-threatening heart condition– and not a positive thing. Assess the physical demands of a task before sending a State person out into the field or make provisions to accommodate.
— Commitment will vary. Personnel rules at State require most employees to “volunteer” to do some time in conflict zones whether they really want to or not. Many lack the service ethic. Don’t be too surprised if your Statie bitches openly about having to be there and does very little. Perhaps offer the option to “backstop the operation from the FOB” instead of going outside the wire?
— At the same time, many “field” positions have been created by State to satisfy some Washington-level political need, and your Statie, even if pumped-up herself, may not have anything pushed to her from the embassy and will need to be kept busy.
— Be honest and clear about living conditions. Most of the State people will be flexible if prepared right, but simply saying “we’ll be at COP Hammer for two days” is not enough. Best to say “two days unless weather closes down the helos, it’ll be four to a dry CHU, probably MREs for two out of three meals, no good Internet.”
— State does not issue gear to its people. Whatever your Statie has s/he bought at LL Bean and carried over in a suitcase. The shopping list was spread like chlamydia, from the last Statie to the next. It is not their fault. Help them if appropriate, maybe even a shopping trip to the Exchange. Your Statie having the right boots will make everyone’s life easier. At the same time, gently turn the volume down from 11 for the Statie festooned with belts and web gear and GPS’ and patches and pouches.
— Information sharing at State is poor. Information is hoarded like loot, to be exchanged and traded. Don’t assume your Statie has been briefed, is informed or has shared. Check, or take the responsibility necessary to ensure your mission works. That one part of the embassy knows something does not mean anyone else there knows it. Info sharing in/out of the Political and Security sections is notoriously poor.
— State is big on “consultations,” in person chats among itself. State people are paranoid about their written communications being thrown back at them (Wikileaks) and will always worry about Freedom of Information Action requests and refer to fears that “this’ll end up in the Washington Post.” Be prepared for them to have to spend a lot of time at the home office figuring out what’s up, and don’t expect to get anything sensitive done in writing, even if classified. More than the military, what State says on paper and what they do in practice vary.
— The biggest brownie points within State are given for “reporting,” often long, literary pieces “from the field” (again, see Wikileaks). If you want to make your Statie look good, throw him/her some tidbits or expose them to some tribal meeting or something to report on. As noted, don’t expect secrecy, but often State prizes most highly slice of life pieces anyway, “taking the pulse of the people” kind of soft stuff. This reporting is referred to as a cable, the term coming from long ago (last year) when actual telegrams were sent via wire back to Washington.
— Almost everything that matters in State is affected by the very specific words on the yearly performance evaluation, EER. Your Statie will be consumed by this throughout the spring, as preparation and negotiations (it is an interactive process) begin in March or so and continue into May. This is the most stressful time of the year for most State people. Especially at the lower levels where the Statie lacks a clear “corridor reputation,” what is said on the EER will significantly affect them. Similarly, State’s next-assignment system is equally hazardous and complex to navigate. This is usually done starting in late summer into early winter, and is also a huge source of anxiety and State stress, FYI.
— All Statie’s are assigned to “cones,” area of specialty. The formal ones are political, economic, consular, public diplomacy or administrative. Security is part of admin but really a world of its own. Ask your Statie about her cone as an icebreaker. Like in the military, “where have you been assigned before?” is a very easy neutral question. Statie’s usually like to say city names instead of country or base names, so it’s Tokyo, not Japan or Yokosuka.
— State personnel assigned to the embassy often do not want to travel into the field, and/or cannot arrange travel out. It may not mean anything that no one senior from the embassy ever visits, or that your Statie’s every meeting with his boss takes place when summoned to the embassy. When seniors do visit, they may feel they should only see their own State person to avoid bothering you and slip back out. If protocol requires a courtesy call or a briefing to senior leaders, best to make this clear way ahead of time if possible. If a senior embassy person does come by on short notice and fails to meet with the Colonel, it may mean nothing. In most cases no harm is intended.
— At the same time, it will be good relations with your Statie to have him sit in on your higher-ups visits. S/he’ll report back to the embassy and brownie points will be awarded for the “access,” especially if the Statie fancies himself a “liaison.”
— In war zones, State offers its people usually three R&Rs a year. No temps or replacements will be sent. There is usually no one in the co-pilot’s seat waiting to fill in, and if there is a deputy s/he will not take charge. Plan for long gaps when whatever it is that your Statie is doing won’t be done. State rarely allows for any significant left-seat/right-seat hand off time. Overlaps, if they occur at all, are usually a matter of a few informal days as the incumbent tries to get out as soon as possible by announcing how well-prepared her new colleague is.
BONUS: A now-classic 1998 essay, DEFENSE IS FROM MARS STATE IS FROM VENUS, by Colonel Rickey L. Rife of the Army War College, is well-worth reading, especially for its still-relevant discussion of decision making styles at State and within the military.
A more official happy-talk depiction of State for a DOD audience is also somewhat entertaining.
Copyright © 2020. All rights reserved. The views expressed here are solely those of the author(s) in their private capacity.
State Fumbles $172.4 Million Intended For Afghan Police Training
Some things just don’t go well together: hot dogs and ketchup, cats and dogs, and the State Department and contracting. Just doesn’t work.
You’ll recall State Management Droid Pat Kennedy, back in early June, told the Commission on Wartime Contracting how the Department has increased its oversight of contractors. Among other things, State has hired 102 additional people in Washington to administer contracts.
And then we wrote how State refused to allow the Special Inspector General for Iraq Reconstruction (SIGIR) to audit their police training mission. The US has spent billions training Iraqi police since 2003, and little has been accomplished outside the hemorrhaging of US money into the hands of Dynacorp, the contractor designated by the USG to steal all that money. State says SIGIR jurisdiction is limited to “reconstruction” activities, as opposed to “technical assistance and capacity-building.” A fight before Congress will resolve the matter since the kids can’t settle it on their own.
Wonder why State was so shy about allowing inspections? Maybe this will clarify things.
A new joint audit found that State didn’t properly handle $172.4 million from funds for the training of the Afghan National Police (ANP). Additionally, the report found that some of those funds went to paying contractors for hours they didn’t work. Some of the money was improperly spent in other areas, even though it was specifically designated for training the ANP.
The report says that the State Department’s Bureau of International Narcotics and Law Enforcement Affairs used $22.47 million for “a United Nations contribution, the Federal Prosecutors Program, counternarcotics personnel salaries, travel costs, and a DynCorp equitable adjustment.” Some money went towards ANP salaries but not training as it was intended.
More than $300,000 went to travel costs from Texas to Washington for DynCorp personnel to attend weekly meetings, even though DynCorp was supposed to have employees in DC who could have attended the meetings. On top of that, the report found that the transportation, hotel and flight costs were all not in compliance with contract regulations.
One example is of an employee purchasing a round-trip ticket for $355, but then changing his ticket so many times that it ended up costing $1,931. Some travel costs were for five-day trips, even though meetings only happened on Tuesdays and Wednesdays.
Overall, the report found that the money was misspent because “State lacked adequate procedures for obligating, monitoring, and deobligating funds for the ANP training program.”
Meanwhile, in other fucked up contract news, State recently signed another contract, worth $8 million, with ArmorGroup to guard the Kabul Embassy.ArmorGroup, you’ll recall, used to hold a contract worth an estimated $189 million to protect the embassy. But that was before the Project on Government Oversight revealed in 2009 that the guard force operated a Lord of the Flies environment, complete with pictures documenting it, of guards peeing on people, eating potato chips out of ass cracks, doing vodka shots out of ass cracks, broken doors after drunken brawls, but not “jamming guys in the ass per se.”
Onward to victory in Afghanistan!!!!!!!!!!!!
Copyright © 2020. All rights reserved. The views expressed here are solely those of the author(s) in their private capacity.
Buy Peter’s Books on Amazon!
