|Program Title||Worldwide Security Upgrades|
|Department Name||Department of State|
|Agency/Bureau Name||Department of State|
Direct Federal Program
|Assessment Section Scores||
|Program Funding Level
|Year Began||Improvement Plan||Status||Comments|
The WSP programs, administered by the bureau of Diplomatic Security, and security programs in general, are frequently evaluated and monitored. DS will continually identify necessary worldwide security upgrade requirements for the protection of personnel, facilities, and information.
|Action taken, but not completed||WSP programs have internal audits as well as critical scrutiny during the yearly budget process. New data systems have been developed to monitor Local Guard contracts world-wide to assure full compliance with terms of contacts. DS will continually identify necessary worldwide security upgrade requirements for the protection of personnel, facilities, and information.|
Continually identify necessary worldwide security upgrade requirements for the protection of personnel, facilities, and information.
|Action taken, but not completed|
|Year Began||Improvement Plan||Status||Comments|
Measure: Percentage of background investigations completed within 60 days.
Explanation:Secret and Top Secret clearances are required of personnel who fill sensitive/high priority positions within the Department of State. Obtaining these clearances in the most efficient and expeditious way allows key personnel to enter on duty who are critical to the conduct and support of U.S. foreign policy. The ability to improve in numbers of security clearances completed within 60 days is due in large part to integration of more efficient computer support systems rather than an increase in personnel.
Measure: The percentage of security countermeasures projects completed.
Measure: Number of posts provided with chemical/biological countermeasures equipment, first responder and escape mask training. Includes both domestic and overseas employees and training.
Measure: Number of arrests per year in support of U.S. efforts to alleviate Visa and Passport fraud. (New measure, added February 2008)
Explanation:Annual arrests in cases related to passport and visa fraud under the Department's Domestic Passport Operations, Fraud Prevention Program indicate that the investigative information is developed to meet the quality needed by courts to issue an arrest warrant and pursue prosecution of visa and passport fraud suspects.
Measure: Increase Foreign Affairs Counter Threat (FACT) competence level of all State personnel assigned to critical and high threat Posts. (New measure, added February 2008)
Explanation:State Department personnel assigned to critical high threat posts who receive FACT training are better positioned to anticipate and address security threats. The goal is to have all personnel assigned to critical and high threat posts receive this training.
Measure: Percentage of posts that conduct refresher training to all security elements, local guards, bodyguards, surveillance detection teams, and Marine Security Guard Detachments through Integrated Mobile Training Team, (I/MTT). (New measure, added February 2008)
Explanation:These Field Training Exercises prepare posts to respond to attacks on Department facilities such as those that recently occurred in Jeddah and Damascus. I/MTT missions conclude with two post-wide Field Training Exercises, in which all security elements and employees coordinate and communicate together in response to an attack.
Measure: The percentage of armored vehicles, for use by the Chief of Mission, that are produced on a timely basis with a minimum of quality incident reports during vehicle production. (New measure, added February 2008)
Explanation:This measure reflects the program's effort to improve the quality and timeliness of delivery of armored vehicles and enhance the mobility of overseas staff. All armored vehicles are inspected by Diplomatic Security Quality control specialists during the armoring process. Quality control specialists review the armoring in process and provide feedback that improves contract specifications and communications with the respective companies. These efforts improve assembly line production and quality, which in turn greatly reduces quality control incidents and provides a quality product within specified timeframes.
Measure: Ensure Local Guard, Surveillance Detection, and Residential Security Programs conform with Overseas Security Policy Board (OSPB) Standards and Guidelines (12 FAH 6) and that corrective actions taken as quickly as possible. (New measure, added February 2008)
Explanation:Regional Security Officer reporting, DS/IP/OPO Staff and Program Management Reviews evaluate compliance with OSPB standards with respect to personnel, equipment, policies and procedures, and identify shortfalls, initiate and track corrective actions. The measure data is reported as the following: All applicable Overseas Security Policy Board (OSPB) Standards and Guidelines (12FAH6) met 100% of the time. Corrective actions taken within X working days.
Measure: Percentage of classified lock-and-leave posts that are compliant with standards for remote monitoring through installation of Security Management System enterprise (SMSe). (New measure, added February 2008)
Explanation:Successful installation and management of SMSe compliance allows 24/7 camera surveillance and response from Washington D.C. and other monitoring centers of all overseas posts that are participants in the program. Therefore any attempt to breach physical security quickly detected and rapid response facilitated. Currently, 39 classified lock-and-leave posts under the SMSe program have met compliance standards, and the target is 90 by the beginning of FY2010.
|Section 1 - Program Purpose & Design|
Is the program purpose clear?
Explanation: The Omnibus Diplomatic Security and Antiterrorism Act of 1986 enacted to provide enhanced diplomatic security and combat international terrorism is the basic authorizing legislation for DS. By delegation of authority by the Secretary of State, DS was vested with the responsibility for carrying out the security functions identified in the Diplomatic Security Act. DS supports US foreign policy objectives by providing a secure working environment through the protection of American lives, property and information overseas and domestically from attacks by foreign terrorist and other harmful entities.
Evidence: a. Omnibus Diplomatic Security and Antiterrorism Act of 1986, b. Special Agent Authority, c. Secure Emb. Construction & Counterterrorism Act of 1999, d. Construction Security Certification e. Bureau Performance Plans 2000 - 2005
Does the program address a specific and existing problem, interest or need?
Explanation: In the aftermath of the embassy bombings in Africa in 1998, the Worldwide Security Upgrade Program was created to provide resources to address the threat of transnational terrorism by elevating security to a certain baseline level at all posts. As terrorist activity remains at a historically high level, DS is committed to sustaining these recent protective improvements and supporting new protective security initiatives in Afghanistan, Iraq and Haiti.
Evidence: See Sec. 1, Q 1 f. FY04 & FY05 Appropriation and Budget Requests. h. Congressional Presentation Documents 2004 - 2005; g. Report of Accountability Review Board on Embassy Bombings In Africa 1/99
Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?
Explanation: No other entity is responsible for protecting the conduct of American diplomacy worldwide. As the Department's security and law enforcement organization, DS is the only global effort to keep vulnerability low and continue defensive countermeasures to help thwart terrorists attacks or mitigate their effects against US missions abroad.
Evidence: See Sec. 1, Q 1. DS security responsibilities outlined in the Diplomatic Security Act of 1986: protection of all USG personnel on official duty abroad, their dependents and security a USG missions abroad (other than those under the command of a US area military commander) and DOS facilities in the US.
Is the program design free of major flaws that would limit the program's effectiveness or efficiency?
Explanation: DS is delegated by law with the responsibility of ensuring that global security provided to DOS & foreign affairs agencies is adequate & appropriate. No independent evaluation has found major flaws in the program. OIG inspections note that DS has accomplished significant achievements through the enhanced perimeter security of compounds, and armored vehicle and explosive detection equipment has been successfully addressed through a replacement life-cycle program. No Accountability Review Board convened since the start of the worldwide security upgrades has found DS derelict in their duties and found that the security systems, procedures, management and countermeasures in place met the standards for the assigned terrorist threat level.
Evidence: a. Omnibus Diplomatic Security & Antiterrorism Act of 1986. kk. OIG SIO-A-02-09, Management of Armored Vehicle Program. ll. OIG 01-FMA-R-006, Surveillance Detection Program.
Is the program effectively targeted, so that resources will reach intended beneficiaries and/or otherwise address the program's purpose directly?
Explanation: Resources are specifically targeted to posts to address security needs directly. All but three of the first phase of the comprehensive security upgrade initiatives started under WSU have been completed. The second phase supports the life-cycle replacement program and provides for technical security upgrades at annexes and other high priority non-chancery buildings. Funding through the WSU created a firm foundation on which DOS is building its long-term security posture. Virtually all resources fund countermeasures or personnel that directly support posts and will help to continue baseline standard support for all posts.
Evidence: i. FY 1998 Emergency Supplemental Appropriation Act, j. Budget in Brief; v. Status Reports; x. Threat Assessment Rating/listing process
|Section 1 - Program Purpose & Design||Score||100%|
|Section 2 - Strategic Planning|
Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?
Explanation: The key long-term goal is to ensure security provided to DOS & foreign affairs agencies worldwide is adequate/appropriate for protection of personnel, classified information & national security activities. Long-term progress is measured through level of protection provided to diplomatic missions overseas & domestic through programs for armored vehicles, chem/bio countermeasures equipment & training, local guard/surveillance detection, technical security upgrades & updated background investigations of all DOS employees. A secondary long-term goal is to improve, integrate & sustain worldwide investigative capabilities resulting in improved collection/sharing of information and a final goal of reducing investigative deadlines. This will enable DS personnel/stakeholders to access needed information and services at any time and any place. New web-based applications under development will consolidate DS investigative information and facilitate worldwide sharing of this information.
Evidence: e. Bureau Performance Plans 2004 - 2006; t. Project Charters/Plans 2000 - 2004; u. Status Reports 2000 - 2004; r. DS Eagle; q. IMS.
Does the program have ambitious targets and timeframes for its long-term measures?
Explanation: Due to the nature of the mission, it is critical to meet new crises without disrupting existing vital security operations. The Chem/Bio program is an example of an ambitious target to provide training & escape masks to more than 70,000 personnel within 3 years. The local guard & surveillance detection programs are developing web-based self-assessments to share suggestions & best practices to become more effective & efficient. Perimeter security has been a major aspect of our efforts. Posts have been upgraded & all of the projects called for under the ESA will be complete by the end of this year. The Armored Vehicle (AV) program provides AV's worldwide & is now implementing a replacement program to ensure that all vehicles remain in proper working order.
Evidence: e. Bureau Peformance Plans 2004 - 2006; t. Project Charters & Plans;
Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?
Explanation: DS has very specific annual targets & goals based on the mission of the program. For example, DS is establishing an annual rate for completion of BIs that would update all employees on a 5-year cycle in compliance with E.O. 12968. To improve effectiveness & efficiency of the local guard/surveillance detection programs, Program Management Reviews (PMRs) will be conducted at approx. 100 posts annually. Completion of physical & technical security upgrades, counterintelligence & personnel investigations, overseas infrasturcture & management programs, domestic security, chem/bio countermeasures all contribute toward achieving the long-term goal of providing a safe working environment for USG personnel domestically & on official duty abroad.
Evidence: l. E.O. 12968 ensures the integrity of our workforce and protects national security information.
Does the program have baselines and ambitious targets for its annual measures?
Explanation: The Bureau Performance Plans include baselines, actuals & ambitious targets that outline the actions taken & planned for DS. For instance, countermeasures formally at only high or critical threat posts (20%) were expanded to all posts (100%). DOS is committed to achieving & maintaining the most comprehensive & cost-effective worldwide security coverage possible to extend activities that began with ESA/WSU funding, build & strengthen existing programs, exercise the flexibility to undertake new initiatives & to support programs to continue defensive countermeasures that lessen our vulnerability by thwarting attacks or mitigating their effects.
Evidence: e. Bureau Performance Plan FY 2000 - 2005.
Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?
Explanation: All USG/contractors with whom DS enters into agreements must commit to & work toward DS' goal of providing secure working environments. Some examples of this coordination include: DS & CA, with DOS, FBI, INS & others working together are committed to the goal of preventing passport/visa fraud to protect the US passport documents, issuance process & curtail use of US passports for transnational criminal activity. DS, OBO, regional bureaus & other agencies are committed to providing safe, secure & functional US diplomatic missions abroad. The OSPB, an interagency consultative body chaired by DS, develops, coordinates & promotes security policies, standards & agreements affecting USG agencies & personnel under authority of COM abroad & establish physical/technical security standards for missions overseas. The DS/USAID MOU sets forth agreement whereby DS performs certain security functions for USAID missions overseas & USAID commits to & assists DOS to fullfill this responsibility.
Evidence: v. 12 FAM & 12 FAH-6; w. DS/CA MOA, dtd 11/03, Sharing of Visa Records, x. DS/USAID MOU dtd 3/24/04, Security Support Abroad.
Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?
Explanation: OIG/SIO is dedicated to the inspection/audit of security programs. OIG audits listed as evidence found the following: systems, processes for tracking, monitoring supplemental funds were sufficient to ensure DOS could fully account for funds expended based on transactions recorded. Surveillance Detection Program, a new security initiative against terrorism, was a significant achievement. Armored Vehicle Program shows DS has taken actions to address the replacement program. Explosive Detection Program revealed that management controls were adequate & equipment operated without false positive readings contributing to a layered defensive system at posts overseas. Review of the Domestic Passport Operations, Fraud Prevention Program, indicated that CA's passport fraud prevention operation could become a model border security program. DS is probably the most audited Bureau in DOS. OIG will began a comprehensive OIG/SIO review of the Bureau starting in 2004.
Evidence: nn. OIG 00-FM-025, Tracking and Monitoring ESA, kk. OIG SIO-A-02-09, Management of Armored Vehicle Program, ll. OIG 01-FMA-R-006, Surveillance Detection Program, jj. OIG ISP-CA-03-25 Domestic Passport Operations, ee. GAO-01-252 & 03-107 Major Management Challenges and Program Risks , gg. GAO-02-1021 Combatting Terrorism DOS Programs,
Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?
Explanation: Funding levels are recommended to the A/S after intensive scrutiny by the Budget & Planning WG which also utilizes prior year's objectives & accomplishments before recommending a programs budget. The Program Planning System utilized by DS, is a centrally managed, Bureau-wide method of prioritizing Bureau activities, responsibilities & objectives. Monthly Resource Board meetings involving A/S & senior managers ensure critical priorities are on track before recommending continued funding. DS budget requests are directly aligned with the operations of the Bureau toward the accomplishment of critical security programs both domestically & abroad.
Evidence: e. Bureau Performance Plans FY 2004 - 2005; h. Congressional Pesentation documents 2004 - 2005; j. BIB 04 & 05 - FY04 appropriation & FY05 funding request includes clear & precise language for funds to continue the comprehensive security upgrade program including perimeter security enhancements, increased cadre of security professionals, improve training & security certification, strengthen programs to keep security vulnerabilities low, maintain defense countermeasures & seek funds that will strengthen security programs & allow them to keep pace with evolving capabilities of those who seek to infllict injury or death on our employees & citizens & destroy US property.
Has the program taken meaningful steps to correct its strategic planning deficiencies?
Explanation: DS' Strategic Planning Meeting in December 2002 focused on the Bureau's mission, performance & strategies. A new mission statement & goals were developed. Efforts continued on the development of the bureau's strategic plan. At DS's Worldwide Conference this year, DS leadership, overseas & domestic, addressed strategic planning, resources, bureau program plans & other policy initiatives that will impact DS for the next decade. This year, the measurement of performance by DS programs has been stressed to senior management as an extremely important aspect of the strategic planning process.
Evidence: e. Bureau Performance Plans; y. Program Planning and Budget (APPS System Application), aa. Quarterly A/S Resource Mgmt. Meetings.
|Section 2 - Strategic Planning||Score||100%|
|Section 3 - Program Management|
Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?
Explanation: Program Management Reviews (PMRs) of all guard contracts overseas & guard posts are conducted in conjunction with RSOs to determine if the conduct of operations is within the scope of the contract. Information collected during the PMRs as well as that collected on existing databases are used to share information & establish best practices which has increased efficiency & resulted in a more effective management of the program worldwide. Major applications being deployed under the DS Eagle System for collection of criminal investigative information, surveillance detection, threat analysis, emergency action & crisis planning information will serve a dynamic purpose towards the improvement of all security programs abroad.
Evidence: oo. Stakeholders Report (LG/SD/Res guards, High Threat Protection and Operational Support); p. SIMAS Security Incident Management and Analysis System; q. IMS Investigations Management System; r. DS Eagle System; s. CEPA Crisis and Emergency Planning Application
Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?
Explanation: DS & other DOS elements working together ranging from capital construction projects to technical counterintelligence efforts are all held accountable for meeting the long-term drive towards improving the defenses of DOS overseas facilities. Guard contracts have a mechanism called "Deduct Schedule" that holds the contractor accountable for provisions of the contract. This performance indication is used to determine acceptance of next option year under contract or solicitation of new contractor. PMRs assist RSOs to manage the guard programs more effectively & verify services, training & equipment are provided per the contract. Program Reviews of RSOs are conducted by the DS/IP for approx. 40% of posts worldwide annually. Formal reports may contain recommendations relating to the conduct of operations by the RSO & are submitted to the Director of DS. DS is working on establishing the Worldwide Personal Protective Services Contract as a performance based contract.
Evidence: oo. Stakeholders Report (LG/SD/RES guards). qq. Program Management Reviews; bb. Local Guard Program Contracting Instructions
Are funds (Federal and partners') obligated in a timely manner and spent for the intended purpose?
Explanation: Despite the fact that DS operated under a Continuing Resolution, 60% was obligated by mid-year. DS internal management information system & CFMS provide financial information, such as amounts obligated & expended, to provide program managers detailed & up-to-date information they need to manage DS funds. Monthly status reports on obligations & commitments are prepared for the Bureau Management Review. The status reports ensure funds are obligated for their intended purpose.
Evidence: n. Central finance Management System (CFMS) Reports; o. Automated Systems Data Input System (ASDIS) Reports; u. Status Reports 2000 - 2004; aa. Quarterly A/S Resource Management Meetings.
Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?
Explanation: Performance measures & targets are included in the program planning & budgetting process. DS is emphasizing the importance of the establishment of output & outcome measures that accurately measure the productivity of the programs, making them more efficient & reduce costs. The CTO has achieved extensive improvements in meeting the Bureau's IT requirements. The EAGLE system is a new platform for DS web-based applications that provide single sign-on access to DS applications. It will give DS the means of centrally storing, sharing & analyzing law enforcement, security & other information. It will also reduce or eliminate repetition in RSO reporting requirements. Centralized management of some cell phone and vehicle accounts has already resulted in reduced cost, more flexibility in services & minimizing charges for excess usage. Cost effectiveness & comparison of past performance is a criterion in the bidding process & selection of all guard contracts.
Evidence: y. Program Planning and Budget, Automated Program and Planning System (APPS); r. DS Eagle System; bb. Local Guard Program Contracting Instructions; oo. Stakeholders Report
Does the program collaborate and coordinate effectively with related programs?
Explanation: DS has a strong cooperative relationship with CA & others as it strengthens & streamlines its worldwide investigative mission. The Vulnerability Assessment Unit which analyzes consular data & processes to identify vulnerabilities to malfeasance & make recommendations to address them is a joint DS/CA initiative. DS, OBO, regional bureaus & tenant agencies participate in developing/prioritizing Capital Security Construction projects. DS, OBO & OPR are working together to improve the security posture of DOS sponsored overseas schools attended by USG dependents. DS & IRM collaborate on numerous projects such as the SMART pilot program, implementation of a Global ID card, installation of OpenNet Everywhere to permit DOS users to view SBU e-mail from various venues. DS is staffing the FBI "Fly Away" team, assisting the US Marshal Service in apprehending record numbers of fugitives overseas & assigning a DS agent to DHS for counterintelligence liaision.
Evidence: m. State Cables 156657, 235113, 318171 and 011945; w. DS/CA MOU, 11/14/03, Sharing of Visa Records; x. DS/USAID MOU 3/24/04, Security Support Abroad; tt. DS/INTERPOL MOU 5/29/03, Access to Interpol database.
Does the program use strong financial management practices?
Explanation: Procedures are in place to confirm that all obligations contribute directly to the achievement of the programs & are properly allocated. Project Management concepts also contribute to this process. DS not only utilizes CFMS to provide financial information, such as amounts obligated & expended, to meet DOS's external reporting needs, DS also established an internal management information system to provide program managers with a more detailed & up-to-date information system that allows them to manage their programs & funding on a day-to-day basis.
Evidence: n. Central Finance Management System (CFMS), o. Automated Systems Data Input System (ASDIS), y. Program Planning & Budget, Automated Program and Planning System (APPS), rr. Budget and Planning WG, aa. Quarterly A/S Resource Management Meetings
Has the program taken meaningful steps to address its management deficiencies?
Explanation: DS recently underwent a reorganization to more accurately reflect the way we operate, encourage greater operational & management efficiency & eliminate duplication of efforts. Under the restructured reorganization, newly established Assistant Directors exercise more direct oversight & planning for their programs. The Domestic Operations Directorate is restructuring to facilitate procedural changes. The Executive Office is reorganizing to better align operations & management activities. The CTO office was established last year to provide strategic leadership for DS information technology programs and ensure an enterprise approach to DS IT investments. CTO is developing web-based systems to provide best practices established from Bureau Management Processes to improve management and sharing of information.
Evidence: y. Program Planning & Budget, Automated Program and Planning System; aa. Quarterly A/S Resource Management Meetings; cc. DS Reorganization, Domestic Ops. and Executive Office reorganizations p. SIMAS; q. IMS; r. DS Eagle System; s. CEPA.
|Section 3 - Program Management||Score||100%|
|Section 4 - Program Results/Accountability|
Has the program demonstrated adequate progress in achieving its long-term performance goals?
Explanation: The program has demonstrated adequate progress in achieving its long-term goals. Progress is documented in the BPP. Physical security countermeasures along with procedural changes implemented over the last few years have thwarted attacks against USG facilities. USG personnel on official duty abroad & all employees working in DOS domestic facilities perform their duties in support of diplomatic operations in safety from serious injury due to terrorism, political violence, or crime. The truck bomb attack against the Consulate in Karachi in 2002 where no official deaths or injuries of personnel occurred is an example of the effectiveness of these programs. Multiple intelligence reports indicate that terrorist elements reconsidered attack plans against official US missions and assets overseas in response to enhanced physical security measures. DS has been able to document at least 30 such incidents since 9/11.
Evidence: e. Bureau Performance Plans FY 2000 - 2005; u. Status Reports 2000 - 2004; ss. Close out Reports for WSU Projects from 2000 - 2004.
Does the program (including program partners) achieve its annual performance goals?
Explanation: The program achieves its annual goals. For example, the use of e-QIP for periodic reinvestigations has advanced the process and DS is now up-to-date initiating reinvestigations. Overall efficiency for completing all types of clearances has been reduced from 120 days at the beginning of FY04 to a current time of 90 days for 90% of cases. Chem/Bio countermeasures escape masks has been provided to 161 posts exceeding initial target of 149 of the 240 posts. We expect to complete TSUs at 147 posts exceeding initial target of 133 posts. Continuing with security upgrades & deploying effective countermeasures protect our employees & information. Support programs that provide enhanced security measures & continuing defensive countermeasures lessen our vulnerability against global terrorist threats.
Evidence: e. Bureau Performance Plans 2000 - 2005; f. FY 04 and FY05 Appropriation and Budget Requests; h. Congressional Presentation Documents 2000 - 2005.
Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?
Explanation: The new web-based information systems make best management practices available worldwide resulting in a more efficient & cost effective guard program. Competing LGP contracts at post, which comprise the largest portion of DS funding, results in technically acceptable & lowest price bids. PMRs, reviews of field budget plans, ICASS Global Database Budget Submissions, & reviews of contract solicitations & modifications lowered costs at posts, increased support at others, with more effiicent use of resources worldwide. Clearance reciprocity with other agencies who conduct and adjudicate background investigations in accordance with established standards will result in individuals hired by DOS with an existing federal security clearance retaining that clearance at DOS. Reducing time and cost of reinvestigating that individual.
Evidence: u. Status Reports 2000 - 2004; oo. Stakeholders Report; m. State Cables 156657, 235113, 318171, and 011945.
Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?
Explanation: Security requirements associated with our diplomatic functions abroad are unique. No other security related programs are vested with responsibility of providing protection for our diplomatic missions & personnel abroad. Therefore, this question is not applicable. Under the Diplomatic Security Act of 1986, by delegation of authority, the A/S for DS is responsible for the protection of all USG personnel on official duty abroad, their accompanying dependents & USG missions abroad (other than those under the command of a US area military commander), security at DOS facilities in the US; development & implementation of communications, computer & information security; emergency planning; & performance of other security, investigative & protective services as required & authorized by law.
Evidence: a. Omnibus Diplomatic Security and Antiterrorism Act of 1986.
Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?
Explanation: OIG/SIO is dedicated to continuously review security programs & security at posts. Reports consistently find security effective and recommendations of improvement are resolved. New initiatives undertaken for physical & technical security upgrades, infrastructure improvements, acquisition of goods & services, & enhancement of local guard programs have been reviewed by the OIG. The GAO reports to Congress included reports on Combatting Terrorism, DOS Challenges (Embassy Security, Security Upgrades), Lessons Learned from Terrorist Attacks on US Embassies.
Evidence: kk. SIO-A-02-09, Management of the Armored Vehicle Program, ll. OIG 01-FMA-R-06 Surveillance Detection Program, mm. OIG AUD/PPA-0208, Overseas Explosive Detection Program, ee. GAO-01-252 Major Management Challenges and Program Risks, ff. GAO/NSIAD 000-83 Overseas Emergency Security Program Progressing, gg. GAO-02-1021 Combatting Terrorism.
|Section 4 - Program Results/Accountability||Score||84%|