Embassy New Delhi, India and Constituent Posts - OIG - US ...

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SENSITIVE BUT UNCLASSIFIED Table of Contents Key Judgments 1 Context 3 Executive Direction 4 Rightsizing 7 India 2020 and Future Consulates General 8 Policy and Program Implementation 9 Advocacy, Reporting, and Analysis 10 Foreign Assistance Coordination 17 Public Diplomacy 18 Consular Affairs 28 Innovative Practice: Using Metrics to Measure Performance 29 Innovative Practice: Consular Training Database 32 Innovative Practice: Barcoding Commonly Used Sentences for Officers’ Adjudication Notes 39 Innovative Practice: Peer Interview Observation Program 42 Resource Management 46 Management Section Overview 47 Financial Management 50 International Cooperative Administrative Support Services 53 Human Resources 54 Mission-wide Training Strategy and Program 57 General Services Office Operations 58 Facilities Management 64 Safety, Health and Environmental Management 67 Information Management and Information Security 67 Quality of Life 72 Overseas Schools 72 Employee Associations 73 Community Liaison Office 75 Medical Services 76 Management Controls 77 Management Section 77 Consular Section 77 List of Recommendations 78 Informal Recommendations 85 Abbreviations 90 iii SENSITIVE BUT UNCLASSIFIED
Key Judgments SENSITIVE BUT UNCLASSIFIED • Mission India is doing an impressive job of expanding and deepening the bilateral relationship with India, thus advancing a major U.S. foreign policy objective. • Embassy New Delhi’s strong and experienced country team works well together. The front office, section chiefs, and agency heads also do an excellent job coordinating the work of their counterparts in the four consulates general. • The Ambassador has strengthened the public image of the United States in India through his extensive travel and public appearances. He likely has the highest public profile of any diplomat in India. • Expanding the bilateral relationship requires managing capacity constraints in the Government of India; improving access to Indian officials; and moving routine issues to the working level, without which it will be more difficult to use staff as effectively as possible; and to advance U.S. goals. • Given the heavy demands on their time, the Ambassador, deputy chief of mission (DCM), and senior staff should develop a comprehensive strategy to allocate the Ambassador’s and their responsibilities for engaging with top-level Indian counterparts and for managing their growing workload. The DCM should lead this effort. • Because of the rapidly expanding bilateral relationship and growing Indian economy, nonimmigrant visa workload could double by 2020. Stakeholders in the Department of State (Department) need to initiate long-range workload planning and a long-term strategic plan for facilities in India, including the possibility of more posts. • Housing issues are the mission’s greatest management challenge. Finding affordable, quality housing is becoming increasingly difficult, especially in New Delhi, Mumbai, and Hyderabad. The mission and the Bureau of Overseas Buildings Operations should plan to build housing units on U.S. Government-owned land. • Consular Team India, initiated in 2009 to integrate the resources, talent, leadership, policies, and procedures for the five consular sections in India, is a model for integrating large multipost consular operations. The Bureau of Consular Affairs should codify its principles as a guide for consular leaders in other missions. • The mission has exploited successfully its public diplomacy platforms and social media, such as American Centers and libraries, to reach and influence a key demographic group – upwardly mobile young people from the emerging middle class. The inspection took place in Washington, DC, between January 6 and 31, 2011; in New Delhi, India, between February 3 and March 23, 2011; in Mumbai, India, between February 15 and 24, 2011; in Chennai, India, between February 18 and March 4, 2011; in Hyderabad, India, between 1 SENSITIVE BUT UNCLASSIFIED
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