Despite the end of the Cold War, the Russian relationship remains central to the achievement of important U.S. security goals?reducing strategic weapons, protecting nuclear materials, controlling weapons of mass destruction, missile defense, and the developing Russian-North Atlantic Treaty Organization (NATO) relationship. Still fragile, the overall relationship has never been better in the post-Cold War period.
The bilateral relationship now also encompasses a wide spectrum of U.S. international policy and program activities, as evidenced by the presence of 17 executive branch agencies, assistance programs totaling about $1.1 billion, and exchange programs involving 5,000 people annually. But bureaucratic residues of the Soviet past remain, obstructing implementation of major U.S. programs and activities. There is also widespread skepticism and some opposition among Russian elites, military, and the general public about the developing relationship with the United States. The embassy is addressing this in its public diplomacy programs and activities.
The embassy is large, complex, and handles an impressive array of policy issues. The Ambassador, ably supported by the deputy chief of mission (DCM), gives the embassy effective leadership and direction. Overall, country team agencies work well together under the Ambassador?s lead. The Ambassador puts public diplomacy high on his personal priorities and actively promotes U.S. commercial interests. However, the executive office needs to review the present, diffuse mission coordination structure to make it more focused and responsive. Executive oversight of the embassy?s large assistance programs also needs to be tightened.
The large public affairs section efficiently manages a $40 million budget for exchanges and cultural activities. The press office performs exceptionally well, supporting the Ambassador and other mission elements. The section needs a broad public diplomacy plan as a framework for interaction with other mission elements on Mission Performance Plan (MPP) objectives, including regional outreach. It is time for the embassy to consider establishing a Fulbright Commission.
Reversing long-standing negative perceptions within the embassy and among the Russian public, the consular section now receives high praise for its performance and its increasingly successful public outreach efforts. This has been accomplished in the face of the section?s forced move for security reasons to nearly dysfunctional work facilities and a growing workload.
The administrative section has made progress in correcting serious long-standing financial management weaknesses, but there is still much to be done. In past years, the embassy did not effectively utilize its budgetary resources. From FY 1998 to FY 2001, $10 million in program, International Cooperative Administrative Support Services (ICASS), and security allotments were left idle and ultimately forfeited by the mission. The embassy did not take initial corrective action until last year. An additional $750,000 for furniture also may have been lost by Bureau of Overseas Buildings Operations (OBO) practices and procedures.
The three consulates general are performing well, despite serious handicaps. The embassy needs to integrate the consulates general more completely into mission planning and programming, and the leadership role of the consuls general needs to be better defined and strengthened in the consular and public diplomacy oversight functions.
Management controls are taken seriously, but there are deficiencies. Inventory controls are inadequate, sensitive items cannot be found, and contracting and procurement needs more oversight and corrective measures.
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