| Major Management Challenges |
Specific Performance Goals |
|
Enhance the management of security programs for overseas personnel and property. |
None. |
|
Year 2000 IRM problems |
State’s goal is to ensure its infrastructure, including its information technology (IT) systems, works after December 31, 1999. |
|
Improve information security. |
In fiscal year 1999, State plans to resolve all eight major GAO recommendations regarding computer security made in GAO’s May 1998 report and conduct information security penetration testing. It expects to prevent unauthorized access 100 percent of the time.
In addition, State anticipates that no incidents involving the compromise of classified information will occur in fiscal years 1999 and 2000. It also anticipates accelerating its security clearance update schedule for State’s U.S. direct-hire employees. |
|
Modernize IT capabilities utilizing the planning and investment process called for in federal guidance. |
Although the performance plan states how it will upgrade IT capability, it does not address how State plans to use the planning and investment process called for in federal guidance. |
|
Improve the visa processing system, streamline and rationalize visa workloads, and reduce the incidence of fraud. |
None. |
|
Improve financial management. |
State’s goal is to have financial and accounting systems that meet internal and external financial management and programmatic requirements. State also plans to upgrade its central financial management system, develop a regional financial system, develop a financial account code structure, improve interfaces, implement systems changes/enhancements to meet standards, and correct material weakness during fiscal years 1999 and 2000. |
|
Manage the reorganization of foreign affairs agencies. |
State’s goals relating to reorganization is to integrate the Department of State, the U.S. Information Agency, and the Arms Control and Disarmament Agency, into a single institution. The performance plan did not list any indicators or targets for this effort because of the number of aspects involved in the reorganization. |
|
Assess the adequacy of trainng and preparation for both Foreign Service and Civil Service personnel, and handle staffing shortages, particularly in areas of consular operations, security, and information management. |
State plans to (1) create a Department-wide, integrated workforce plan, that will include USIA and ACDA and that will determine the size, distribution, composition, and recruitment needs of its U.S. workforce through 2010, and (2) ensure State is staffed with a fully skilled workforce and is ready to handle the surge in "baby boomer" retirements without a disruption in its work. |
