Update via US Embassy Bujumbura on the students who entered the embassy compound:
After the Burundian National Police broke down the student camp at the construction site yesterday, the university student who sought refuge at the U.S.Embassy were allowed to stay for the afternoon and provided with water. The students remained in the Embassy parking lot until approximately 7:30 pm when they departed of their own free will after speaking with Ambassador Dawn Liberi. There was no effort to forcibly remove them.
The students relocated to a refuge run by a religious entity. The U.S. Embassy continues to work with the Government of Burundi to fully resolve this issue and has also been in contact with humanitarian organizations on behalf of the students.
The US Embassy released the following statement on June 25:
At approximately 1:15 pm Burundian National Police entered a construction site adjacent to the U.S. Embassy where university students set up camp seeking refuge when violence broke out in Bujumbura at the end of April and the national university was closed. The students dispersed from the site in an orderly manner and some entered the Embassy parking lot. Approximately 100 students peacefully remain in the visitor parking lot of the U.S. Embassy.
The police and students had no physical confrontation. The police officers did not resort to violence; no shots were fired and tear gas was not used. Four people suffered minor injuries during the movement. All embassy staff members are safe and accounted for.
The U.S. Embassy has contacted the Government of Burundi and urged them to find a peaceful resolution to the situation.
We understand that the students went into a lot that is outside the real embassy perimeter (as per standard embassy design). We’re also told that the gap below the gate is probably due to ground settling over the years since construction.
We should note that the embassy occupied the new embassy compound in October 2012. According to the OIG report, the embassy occupies a modern compound with an electrical generating capacity equal to that of the entire national grid. The capital cost of the new embassy compound, $137 million, is 25 percent of the national government’s annual budget.
We posted this earlier today: US Embassy Burundi: Amidst Coup Attempt, No Movement of Personnel Until Further Notice. Sometime in the last 24 hours, the State Department must have decided to place the US Embassy in Bujumbura on “ordered departure.” A new Travel Warning was released today. Non-emegency personnel and family members are also ordered to depart the country. Ordered Departure is initiated in extraordinary circumstances when the embassy is no longer confident of the security of its personnel and families. Once the Under Secretary of State for Management (“M”) approves the evacuation status for post—either authorized or ordered—the 180-day clock “begins ticking” (by law, an evacuation cannot last longer than 180 days).
The State Department also recommends that U.S. citizens currently in Burundi depart “as soon as it is feasible to do so.” Meanwhile, the game of #WhereisNkurunziza continues, and there are still conflicting reports on social media regarding the operating status of the Bujumbura airport.
The U.S. Department of State warns U.S. citizens against all travel to Burundi and recommends that U.S. citizens currently in Burundi depart as soon as it is feasible to do so. As a result of the deteriorating security situation, the Department of State ordered the departure of dependents of U.S. government personnel and non-emergency U.S. government personnel from Burundi on May 14. The U.S. Embassy is able to offer only very limited emergency services to U.S. citizens in Burundi. This Travel Warning supersedes the Travel Warning issued on May 11, 2015.
The security situation remains fluid and volatile because of military and security forces activity in Bujumbura. There have been increased political tensions and civil disturbances related to these actions. Airport and land borders are reportedly closed. U.S. citizens should shelter in place until it is safe to move about, ensure that your travel documents are up-to-date, and confirm that air and land borders are open before attempting to depart the country.
The terrorist organization al-Shabaab, based in Somalia, has threatened to conduct terror attacks in Burundi. It may also target U.S. interests in Burundi. Political violence persists throughout Burundi, a carryover of the Burundian civil war. Armed groups operate in Burundi. Weapons are easy to obtain and some ex-combatants have turned to crime or political violence. Crime, often committed by groups of armed bandits or street children, poses the highest risk for foreign visitors. Exchanges of gunfire and grenade attacks have increased but are usually not directed at foreigners. If you encounter such a situation, stay indoors in a ground floor interior room away from doors and windows. Common crimes include muggings, burglaries, and robberies. U.S. government personnel are prohibited from walking on the streets after dark and from using local public transportation at any time. Local authorities in any part of Burundi are often unable to provide timely assistance during an emergency.
Demonstrations, gatherings, and even sporting events that are intended to be peaceful can turn violent without advance warning. For this reason, U.S. citizens should routinely monitor local media sources and the Internet for reports of demonstrations and unrest, and avoid political rallies, demonstrations, and crowds of any kind.
Travel outside the capital, Bujumbura, presents significant risks, especially after nightfall. Note the U.S. embassy limits and monitors the travel of its personnel in Burundi. All movement by embassy employees outside the city from 6:00 p.m. to 7:00 a.m. is prohibited. Likewise, U.S. citizens should not travel on national highways from dusk to dawn. Armed criminals ambush vehicles, particularly on the roads leading out of Bujumbura. Keep vehicle doors locked and windows up when stopped in heavy traffic.
Corruption is endemic in Burundi and contributes to an environment where the rule of law is not respected. Government officials may ask for bribes for providing routine services. Travelers are frequently stopped, questioned, and asked for bribes by security forces at numerous official and unofficial roadblocks throughout the country. Likewise, criminals who have paid off local officials may operate with impunity.
Delcry Rodriguez (@DrodriguezVen) is the Venezuelan Foreign Minister. Her equivalent in rank in the U.S. Government is Secretary of State John Kerry.
A few weeks back, Western Hemisphere Assistant Secretary Roberta Jacobson (@WHAAsstSecty) tweeted four items on Venezuela. Note that she is the top diplomat at the State Department’s Western Hemisphere Affairs bureau. She reports to the Under Secretary for Political Affairs (“P”) Wendy Sherman, who in turn is outranked by the Deputy Secretary of State Higginbottom (D/MR) and Deputy Secretary Blinken (D) who both report directly to Secretary of State Kerry.
So when Foreign Minister Rodriguez took on Assistant Secretary Jacobson on Twitter, one has to wonder, what was she thinking? Asst Secretary Jacobson is a top official at the WHA bureau but nowhere near the rank of a foreign minister. Can you imagine Russian Foreign Minister Sergei Lavrov arguing publicly with the State Department’s Toria Nuland from the EUR bureau? No. Can you imagine Secretary Kerry sparring publicly with a lower-ranked official from the Venezuelan foreign ministry? Nope.
So every time the foreign minister opens her mouth to argue, berate or call the WHA diplomat names, we’ll award the diplomatic heavyweight championship belt to the assistant secretary. Assistant Secretary Jacobson wins simply by being in the same ring with Foreign Minister Rodriguez.
Deeply concerned by what appears to be escalation of intimidation of opponents by govt. of #Venezuela by rounding up opposition. (1/4)
Migrants, such as foreign workers, from many countries seek employment in the Gulf region. In 2013, the top five source countries of international migrants to Gulf countries were India, Bangladesh, Pakistan, Egypt, and the Philippines (see table 5). Growing labor forces in source countries provide an increasing supply of low-cost workers for employers in the Gulf and other host countries where, according to the International Labour Organization (ILO), demand for foreign labor is high.
Economic conditions and disparities in per capita income between source and host countries encourage foreign workers to leave their countries to seek employment. In 2012, average per capita income in the six Gulf countries was nearly 25 times higher than average income per capita in the top five source countries, and some differences between individual countries were even more dramatic, according to the World Bank. For example, in 2012, annual per capita income in Qatar was more than $58,000, nearly 100 times higher than in Bangladesh, where per capita income was almost $600. Foreign workers in Gulf countries send billions of dollars in remittances to their home countries annually. For example, in 2012 the World Bank estimated that migrant workers from the top five source countries sent home almost $60 billion from the Gulf countries, including nearly $33 billion to India, nearly $10 billion to Egypt, and nearly $7 billion to Pakistan.
“It’s amazing there hasn’t been a mutiny in the CA training at FSI this year given the behavior of some of the leadership. There’s a broad consensus that the way they treat officers in training is right out of Full Metal Jacket. Disparaging, disrespectful, amateurish, and completely undermining of moral[e]. Not to mention doing nothing to advance the goal of training competent, empowered consular officers. If that’s what CA thinks is what 1CA means I imagine there will be a lot of Consular officers who will be seeking conal rectification….”
State/OIG has just posted its inspection report of the U.S. Embassy in Bujumbura, Burundi. Post is headed by career diplomat, Dawn Liberi who was appointed to post in 2012 and assumed office in January 2013, plus a revolving door of DCMs since late last year.
Below are the key findings:
The Ambassador’s vision of growing the size of the embassy is not supported by available resources.
Political and economic reporting lacks classified analysis, and the volume is limited.
The embassy does not prioritize its personnel and resources, especially in the area of public diplomacy, and its workload level is not sustainable.
American staff morale is low, in part a result of work pressure and travel restrictions.
The embassy is not reimbursed for all the costs of supporting military personnel assigned to the embassy by the regional combatant command.
Funding and staffing levels are adequate for embassy operations.
The management section provides good administrative support services.
US Embassy Burundi/FB
Below are additional details extracted from the OIG report. About that New Embassy Compound Bujumbura, here is what the inspectors say:
In October 2012, the embassy occupied the new embassy compound. In addition to the Department of State (Department), the U.S. Agency for International Development (USAID) and the Department of Defense (DOD) are represented in the embassy. The mission has a total staff of 186, with 33 authorized U.S. direct-hire positions. The embassy occupies a modern compound with an electrical generating capacity equal to that of the entire national grid. The capital cost of the new embassy compound, $137 million, is 25 percent of the national government’s annual budget.
Just pause for a moment and digest that — “equal to that of the entire national grid” of Burundi.
Perhaps the more disturbing part of the report, which is not uncommon in the last few reports issued, has been the deficient leadership at the top of the mission. This is the kind of ‘taking care of the troops’ that impairs the mission, demoralized employees, impacts the future of the Service and one more reason why we think scrutiny of chief of mission candidates should not be solely focused on political appointees.
The Ambassador as Hub of Embassy Operations?
The embassy staff respects the Ambassador for her achievements, vision, and indefatigable energy in advancing U.S. interests in Burundi but is hard pressed to keep up with expectations. The Ambassador has made herself the hub of embassy operations, with section and agency heads reporting directly to her. This hub-and-spoke organizational structure results in the Ambassador making decisions on issues such as leave requests for U.S. direct hires. She monitors coverage plans for individual absences and occasionally withholds approval, if she deems them inadequate. A revolving door of temporary DCMs, including the embassy’s third-tour political officer, assisted the Ambassador for the 3 months prior to the inspection. The presence of three short-term, acting DCMs—who lacked sufficient time on the ground to gain the Ambassador’s confidence and an understanding of embassy operations—reinforced the Ambassador’s tendency to micromanage.
Multiple interviews of staff members and responses to OIG surveys revealed staff members’ concern that the Ambassador has an occasionally harsh leadership style. This assessment was based on incidents when she scolded individuals in a group setting over performance shortcomings. As a result, staff members have told the OIG team they are less willing to show initiative or take chances, because they are concerned about failing to meet the Ambassador’s high expectations. The arrival of a permanent DCM in April 2014 represents an opportunity for the Ambassador to delegate operational authority.
But why should anyone have weekends?
Despite her self-assessment to the OIG team that the pace and volume of current work at her embassy is unsustainable, the Ambassador either has accepted or initiated many new activities over the past 6 months, such as preparing a quarterly assessment of Burundian conditions indicating a risk of political violence. Embassy staff strains to keep up with work demands; many U.S. direct hires routinely work extra hours to accommodate the Ambassador’s demands on staff to organize special events, draft speeches, and coordinate media coverage. The staff manages these demands by working weekends and staying late in the office on weekdays.
Of course, sacrificing free time is worthwhile, silly!
The Ambassador, whose position allows her to work from home while others cannot, has not succeeded in convincing her overworked staff that sustaining a high operations tempo and sacrificing free time are worthwhile. She conveys the impression that this kind of 24/7 work rhythm is normal. Personal questionnaires indicate that the embassy’s operating tempo has eroded morale and has also undermined the embassy’s ability to surge should events require. The OIG team counseled the Ambassador on the need to apply, in a disciplined fashion and within existing resources, the embassy’s ICS priorities to its operational activities. Staff morale at the embassy is below average, according to the OIG survey and interviews with personnel. This low morale is due to two sets of factors: the hardship associated with Burundi’s isolation and lack of free-time amenities, compounded by restrictions on travel. Further contributing to the situation are the country’s extreme poverty and uneven availability of ordinary consumer items, the tropical environment, and overtime work to keep up with the Ambassador’s high expectations and operations tempo. The effect is that the U.S. staff is wearing down. This is especially noticeable among the first- and second-tour officers, though as a group they continue to perform at high levels. The arrival of a new permanent DCM is an opportunity to reset the embassy’s operational pace and address morale problems.
Overexposed? Is there a press release for that?
The Ambassador is overexposed in the Burundian media. She has diluted the impact of the small public diplomacy staff with demands for outreach at every opportunity, without regard to prioritizing resources on high-yield activities more likely to receive media attention. In a 1-week period during the inspection, the embassy issued four press releases on the Ambassador’s outside events, but these received scant local media coverage. The OIG team counseled the Ambassador on ways to improve embassy media coverage.
No More Facebook and YouTube?
Burundi has a miniscule audience for digital products. Only 1.7 percent of the public has access to the Internet, and only 17 percent of that audience accesses the Internet for news. Facebook statistics show it has a penetration rate of 0.4 percent. The embassy posted two videos to YouTube, which, at the time of the inspection 9 months later, had combined total views of only 322. Because social media demands regular interaction with users, neither the staffing in the section nor the audience in Burundi can justify this activity. The public affairs officer agreed to focus staff time on the embassy Web site, which needs attention. At the time of the inspection, it featured an announcement for a recruiting effort that had ended more than a month earlier.
Recommendation 14: Embassy Bujumbura should close its Facebook and YouTube pages. (Action: Embassy Bujumbura)
Professional development and experience gaps?
The embassy does not have a formal, structured program for the professional development of first- and second-tour (FAST) officers. Embassy Bujumbura has eight FAST officers, three of whom are specialists. FAST officers comprise half the Department’s U.S. direct-hire employees at the embassy. Every section has a FAST officer, with the exception of public affairs. Only one Department employee in the embassy has had more than three assignments overseas. […] Consular Training and Backup.The officer who will replace the current consular chief in summer 2014 has no previous consular experience. To ensure an adequate level of performance and compliance with regulations, the new consular chief will need embassy-specific training and clear, detailed guidance, in addition to standard consular training in Washington, to help her fulfill the many obligations she will face as the new consular chief.
Please, more of everything here!
In the embassy’s ICS and Mission Resource Request, as well as in OIG interviews, the Ambassador has made clear her ambitions to grow the embassy from a Class 2 to a Class 3 mission.1 In her view, more personnel resources are needed for the embassy to carry out its mission. Since the 2007 OIG inspection report, the mission’s U.S. direct-hire staffing has grown by 9 positions: 3 from the Department and 6 from other agencies. LE staffing increased by 59 positions: 52 from the Department and 7 from other agencies. At the same time, the total Department operating budget increased by $1.82 million. By 2018, the embassy predicts a net increase of 23 positions: 7 U.S. direct hires, 1 eligible family member, and 15 LE staff members. In its 2013 analysis, the Office of Management Policy, Rightsizing, and Innovation predicts modest increases of only 1 U.S direct hire and 9 LE staff members. The OIG team found no evidence of the Department’s willingness to fund the embassy’s projected growth. The embassy’s rightsizing review does not reflect realistic goals and objectives. The Bureau of African Affairs did not respond to the embassy’s most recent Mission Resource Request concerning plans for embassy growth.
This OIG report has a classified annex. The inspection took place in Washington, DC, between January 6 and 30, 2014, and in Bujumbura, Burundi, between February 18 and 28, 2014. Ambassador Lawrence Butler (team leader), Kenneth Hillas (deputy team leader), Paul Cantrell, Ellen Engels, James Norton, John Philibin, Lavon Sajona, Scott Thayer, Ken Moskowitz, and Timothy Wildy conducted the inspection.
Which regional bureau recalled one post’s top two officials prior to the arrival of the OIG inspectors? — Burn Bag, March 23, 2014
According to the OIG report on the US Embassy in La Paz, Bolivia released on July 17, just before the OIG inspection conducted in February and March 2014, the State Department “recalled the chargé and the political/economic section chief who served as acting DCM from August 2012 to September 2013 and took steps to mitigate some of the embassy’s leadership problems.”
How do you recall the embassy’s top two officials? Very quietly, presumably. There were no public announcements or statements. There have been some pretty awful embassies with leadership problems but we have seldom heard the recall of both the number #1 and #2 at the same time. So, what happened?
This OIG report has a classified annex which includes supplemental narrative and recommendations. This is not the first time that a report has a classified annex but this is one of the few we can recall since the OIG stopped issuing the Inspector’s Evaluation Reports for senior embassy officials. So now, all the bad stuff is just dumped in the classified annex of the report where the OIG says that “Portions of context, leadership, resource management, Equal Employment Opportunity, and quality of life in the annex should be read in conjunction with this report.” We have no access to the annex and of course, only State Department insiders who theoretically, have a “need to know” can access the classified material.
via US Embassy La Paz/FB
Here is what the publicly available, sanitized report on US Embassy Bolivia says on Leadership:
The former chargé interacted with senior government officials more often and more effectively than the hostile environment might have suggested. He expanded his personal engagement with the local media. He negotiated an unexpected $2.4-million reimbursement of value-added taxes. Also, he initiated development of an updated mission vision that called for expanded outreach to the Bolivian people and greater focus on cultural programs and English-language training.
Despite these and other successes, nearly all American staff members told the OIG team that they did not understand mission priorities or their part in achieving goals. The OIG team frequently heard staff tell of instructions given one day only to have the former front office forget or reverse them the next. Skepticism about public diplomacy programming one month could be replaced by front office enthusiasm for a cultural project the next. Reporting officers, already in a difficult environment for contact development and reporting, stated that the front office did little to direct reporting or provide training and mentoring. Embassy staff members told the OIG team they wanted clear and steady guidance from the front office but did not receive it.
Is that not enough to get two senior officials recalled?
On Resource Management:
Although the 2013 annual chief of mission statement of assurances identified no significant management control deficiencies, many of the vulnerabilities discussed in this report would have been apparent if embassy leadership had conducted a thorough review of management controls prior to submitting the chief of mission statement.
On Equal Employment Opportunity:
Within the past year, the EEO counselors handled more than 10 inquiries, many involving gender bias or sexual harassment.
On Quality of Life:
The Health Unit ” handled eight medical evacuations of U.S. personnel within the past year and provides ongoing support to mission personnel for altitude-related ailments.”
Well, what do you think? The report’s key judgments, are pretty well, bland; no one ran off to a new job in Tripoli or Sana’a. And man, whose fault was it that La Paz was assigned a cadre of inexperienced officers?
Embassy La Paz lacked the strong, consistent leadership and the sustained attention from Washington that it needed to manage a complicated bilateral relationship and had a relatively inexperienced officer cadre and a locally employed staff emerging from a reduction in force.
The embassy registered several impressive successes despite a drastic reduction in programs and work force in response to the Bolivian Government’s expulsion of the U.S. Agency for International Development and the Department of State’s decision to end all U.S. counternarcotics programs.
The embassy needs a clearly defined mission strategy.
The management section has a number of potential management control vulnerabilities related to record keeping and funds control. It is still coping with 2013’s major reduction in force of locally employed staff and an almost 50-percent reduction in the embassy’s services budget.
According to the OIG report, as of January 2014, the embassy had a total staff of 310, slightly more than one-third of 2008 numbers. The U.S. Embassy in La Paz has not been a typical embassy operation since 2008. In September that year, Bolivia expelled Ambassador Philip S. Goldberg (now ambassador to the Philippines). Shortly thereafter, the Drug Enforcement Administration and the Peace Corps suspended their operations in the country. In May 2013, Bolivia expelled USAID and the USG subsequently also shut down all International Narcotics and Law Enforcement (INL) programs in the country. The OIG inspectors conclude that the US-Bolivia relationship is “unlikely to normalize soon.” Below are some additional details extracted from the publicly available report:
La Paz, A Post Far From Heaven
The Bureau of Western Hemisphere Affairs (WHA) paid sporadic attention to embassy operations.
Since 2008, WHA used a series of deputy chiefs of mission (DCM) as chargé d’affaires and after July 2012 detailed section heads (first from the political/economic section, then from public affairs, and just before the inspection from the management section) to serve as acting DCM for extended periods. The Department also decided not to assign a permanent office management specialist for the chief of mission, and the front office relied on office management specialists from other sections for months at a time. […] The effects of these stopgap measures were threefold. First, they required officers to serve as acting DCM for extended periods without appropriate training. Second, they took seasoned leaders out of embassy sections, leaving those sections in the hands of usually capable—but inexperienced—deputies. The deputies rose to the challenge, but they did not receive adequate guidance or leadership from their former supervisors. Productivity and morale suffered.
Love Letters Written, Never Sent
The political/economic section staff is frustrated and discouraged, primarily because of lack of front office policy direction, as well as poor communication, organization, and training within the section. Given the deteriorating political environment and unclear policy guidance from both the front office and the Department, the section had an opportunity to devise and drive a revised policy and action agenda, but did not do so. […] The OIG team reviewed a number of substantive and useful report drafts prepared by officers and local employees that were never sent, usually because the former section chief dismissed them without working with the drafter to improve the texts. This wasted effort caused significant staff frustration.
Tearing Your Hair, Learning on the Job
The public affairs section does not have enough experienced grants officers. Only one person in the section, a FAST officer, had a grants warrant as of February 2014. From June through August 2013, in the absence of any public affairs section grants officer, two political/economic FAST officers signed about 100 public diplomacy grants, about which they knew little.
Not Leading By Example – Managing From Desk Via Email
The consular section is a small operation, processing fewer than 20,000 nonimmigrant visas, approximately 800 immigrant visas, and about 1,600 passport applications in 2013. The section chief manages from her desk and via email. This remote management style is not appropriate for the size of the operation and has a negative impact on section morale and operations.
The consular section chief only adjudicates high-profile or referral visa cases. Recent guidance in 13 STATE 153746 reminded consular managers that they are expected to do some interviewing themselves. The section chief’s lack of hands-on participation contributes to longer hours that the more junior employees have to spend interviewing, and remoteness from actual processing undermines her credibility as an expert. It also reduces the opportunities for management to train new personnel and to identify potential interview technique and workflow efficiencies.
Neither the former chargé d’affaires nor the former acting DCM reviewed the 65 cases that the consular chief handled in the past year. Failure to review the required 10 percent of visa approvals and 20 percent of refusals, per 9 FAM 41.113 PN 17 and 9 FAM 41.121 N2.3-7, leads to lack of consistency in visa issuance and refusal. Adjudication reviews are also a vital management control to prevent malfeasance.
FSN Evaluations and Health Plans
The human resources office memo also listed 11 locally employed staff whose performance evaluations were between 21 and 242 days late. Locally employed staff members cannot qualify for in-grade salary increases if their performance reviews are not current.
Although the embassy participates in the local social security retirement plan, it does not participate in the local social security health program. Instead, the embassy provides a private health plan for locally employed staff. When locally employed staff members retire, most of the social security health plans are unwilling to accept them because they have not been longstanding contributors. The retirees are left with diminished health insurance coverage for their retirement years.
Allowances Paid on Outdated Info
The Department of State Standardized Regulation 072.12 requires that the hardship differential report, consumables allowance report, and cost-of-living survey be submitted every 2 years. All these reports are late. The embassy is paying allowances based on outdated information.
Power Outages with No Fully Functional UPS. For 3 Years!
The embassy’s centralized uninterruptible power system is in disrepair and has not been fully functional for the past 3 years. As a result, the chancery building experiences frequent power outages caused by the instability of the local power infrastructure. The power outages have caused permanent damage to the server room and disrupted the network infrastructure.
Just before the inspection, the WHA bureau and the Bureau of Human Resources apparently agreed that, because a permanent ambassador is not likely in the foreseeable future, the Department would assign a permanent chargé d’affaires and a permanent DCM in La Paz. It only took them about five years to make up their minds.
Peter Brennan was appointed chargé d’affaires of the U.S. Embassy in La Paz in June 2014. Prior to his appointment in Bolivia, he was Minister-Counselor for Communications and Public Affairs at the U.S. Embassy in Islamabad, Pakistan. It does not look like post now has a permanent DCM as Public Affairs Officer, Aruna Amirthanayagam, who was acting chargé is now Acting DCM.
The inspection took place in Washington, DC, between January 6 and February 4, 2014, and in La Paz, Bolivia, between March 5 and 20, 2014. Ambassador Gene Christy (team leader), Thomas Allsbury, Laurent Charbonnet, Eric Chavera, Leo Hession, Tracey Keiter, Keith Powell, Ashea Riley, Richard Sypher, Alexandra Vega, Roman Zawada, and Barbara Zigli conducted the inspection.
The New Embassy Compound (NEC) in Baghdad was the most expensive construction in the world in 2009. Although a fixed amount is hard to come by, it is estimated that the construction cost amounted to approximately $700 million. In 2012, WaPo reported a $115 million embassy upgrade. If we add that and all other State Department capital projects in Iraq from FY2011, we would have to add approximately $411 million to the cost of the USG footprint in Iraq. Despite the recent rightsizing exercise, it remains the largest, and the most expensive diplomatic mission in the world.
The 104-acre U.S. Embassy in Iraq is the largest embassy in the world not just in terms of size at 420,873 square meters, but also personnel at 5,500 (estimated Jan 2014 headcount) and operational cost at $3.23 billion in FY2012. (Note: It is not the largest site in terms of diplomatic properties as the Baghdad Diplomatic Support Center (BDSC) compound is located on a 350-acre facility adjacent to Baghdad International Airport). A quick comparison — one of our smallest embassies, the US Embassy in Malabo, Equatorial Guinea is 1,208 square meters, so 348 US Embassy Malabo NECs would fit into Embassy Baghdad. As well, the New Embassy London is 54,000 square meters, so about 7 1/2 of them would fit into Embassy Baghdad.
It may be that in a couple of years, with the ongoing construction of the New Embassy London and New Embassy Islamabad (each may hit the $1 billion mark), Embassy Baghdad will no longer be the most expensive embassy in the world, but for now, it is still the post with the mostest.
In 2009, the OIG inspectors identified the number of factors that have contributed to the size of this Embassy:
(1) implementation of a civilian assistance program of over $24 billion;
(2) a wide-ranging capacity-building program covering most key ministries in the Iraqi National Government and, through the PRTs, all provincial governments;
(3) the legacy of running the country and then working hand-in-glove with the Iraqis as they assumed more responsibility for funding their own development;
(4) the need to coordinate with the U.S. military in practically all aspects of the Embassy’s responsibilities; and
(5) the inability to have host-country LE staff provide the support and services that they do in almost all other embassies in the world. Also, the fact that employees can take three separate 22-day long rest and recuperation trips (R&Rs) means that staffing has to be larger to ensure full coverage.
One could argue that a combination of the above reasons are also driving the size and growth of our embassies in Afghanistan and Pakistan.
According to the OIG, Embassy Baghdad’s security budget in 2012 was $698 million. It notes that “As long as the staff cannot move safely and independently outside compound walls, maintaining a robust security apparatus and meeting the life support needs of the mission staff will require significantly more financial and personnel resources than at other U.S. missions.”
In 2013, the OIG inspectors warned that the large Iraq footprints, expensive to guard and maintain even after the rightsizing exercise, will strain support for diplomatic facilities worldwide when special appropriations that fund them end.
On June 16, 2014, the President transmitted a report notifying the Congress that up to approximately 275 U.S. military personnel are deploying to Iraq to provide support and security for U.S. personnel and the U.S. Embassy in Baghdad. Today, AFPS reports that President Obama announced plans to send up to 300 military advisers to Iraq to help the government in Baghdad combat a rapid advance by Sunni-led insurgents.
We’ve blogged previously about the US Consulate -related slayings in Ciudad Juarez in 2010. The victims of that tragic incident were El Paso County sheriff’s detention officer Arthur Redelfs, his wife Lesley Ann Enriquez Redelfs, who worked at the U.S. Consulate in Juárez, and Jorge Salcido Ceniceros, husband of Hilda Salcido who also worked at the consulate.
El Paso Times’ Diana Washington Valdez has covered this case from the beginning. According to EPT, the jury was selected on January 31, 2014:
Jury selection gets underway today in the trial of an alleged drug cartel enforcer accused of taking part in the slayings of three people associated with the U.S. Consulate in Juárez in 2010.
Arturo “Benny” Gallegos Castrellon, who pleaded not guilty, claims in court filings that he confessed to the crime because he was tortured and his wife raped by Mexican police before he was extradited to the United States in 2012.
U.S. officials have not offered a clear motive for the three slayings in 2010, except to suggest that the killers might have confused the victims for rivals. Evidence from the trial may shed light on why the trio was attacked.
The three victims had left a children’s party in Juárez attended by consulate employees and their families, and were in two separate vehicles, Redelfs and his wife in one, and Salcido in the second vehicle. Both vehicles were white in color.
Shooters, who were also in separate vehicles, followed the two white cars and shot them up in Juárez near the Stanton Street bridge.
Catch up on the trial below — see links to the El Paso Times coverage:
Juarez consulate killings: Opening statements begin 02/03/2014 – The government presented opening statements this morning in the trial of Arturo “Benny” Gallegos Castrellon, an alleged drug cartel enforcer accused of taking part in the slayings of three people associated with the U.S. Consulate in Juarez in 2010.
The State Department has confirmed that 1) “two members of the U.S. Embassy in Caracas were injured during an incident early this morning” (May 28); 2) their injuries do not appear to be life threatening; 3) Embassy security and health unit personnel are at the hospital and have been in touch with the two individuals and their families; 4) that the incident occurred at “at some sort of social spot or somewhere outside of the Embassy grounds;” and 5) these are “other agency personnel.”
QUESTION: Were they Foreign Service – or are they Foreign Service officers, or are they other —
MR. VENTRELL: No, my understanding is that they are other agency personnel, not from the State Department. But if we’re able to confirm later in the day more about their status, we’ll do that for you.
According to CNN, the two who were shot at a nightclub in northeast Caracas are U.S. military officials who worked with the embassy’s Defense Liaison Office. A police spokeswoman said the shooting occurred at the Antonella 2012 club. The attending physician at a hospital in Caracas said one was shot in the abdomen and the leg, and the other in the abdomen,
Rodrigo @RodrigoEBRvia CNN en Español tweeted that the U.S. Embassy staffers wounded were Roberto Ezequiel Rosas and Paul Marwin and that both are in stable condition after the shooting in Caracas.
“Two men were shot. Who cares what they were doing here. It sure as hell isn’t our fault. Why does the media wants to ruin these guys lives – these guys who probably have a family and a wife – with this news that they were in our club? Its dumb. I have had to deal with police officers and with people from the embassy all day.” … Last week three people were killed in the mall. May 1st two people were killed and nobody came. Why do people only care when its not Venezuelan people who are dying and getting shot….I saw a man get killed in front of my house. He died and they took 20 bucks from him. Do you think the police came? No. Venezuela is worse than Afghanistan. Its worst than Iraq. This violence is our daily bread.”
The April 2013 report from the Regional Security Officer on Crime and Security in Caracas indicates that several neighborhoods of Caracas are off-limits to American employees of the Embassy. The Embassy has also mandated that all employees travel in an armored vehicle to and from Simón Bolivar International Airport in Maiquetia as it judged the airport road especially dangerous after receiving numerous reports of robberies and murders in the areas around the terminal (street, parking lot, etc.). Here is a quick summary:
The U.S. Department of State rates the criminal threat level in Caracas as “Critical.” Much of Caracas’s crime and violence can be attributed to mobile street gangs and organized crime groups. A number of factors explain the pervasive criminality in Caracas, including criminals’ disdain for official reprisal; a poorly paid, under-armed, and sometimes corrupt police force; an inefficient and politicized judicial system; a system of violent and overcrowded prisons, frequently managed with impunity by prison gang leaders themselves; and (according to some sources) as many as six million illegal weapons spread out across the country.
On Tuesday, October 9, 2012, at approximately 7:50 p.m. an American employee of Embassy Caracas was carjacked in the Sebucan neighborhood of Caracas. The perpetrators were three or four men armed with handguns. The victim’s house keys, wallet, and cell phone were in the cup holders located between the vehicle’s two front seats at the time of the carjacking. They were taken with the car. The victim was unharmed, and with the aid of friends living in a nearby building, was able to contact the Regional Security Office which then dispatched an embassy roving patrol to pick up the victim.