U.S.-Ghana relations are excellent. Official visitors pour in, attracted by Ghana?s democratic transition in December 2000, its pro-U.S., pro-business stance, and its increasingly significant role in regional peacekeeping. However, there may be too much activity, considering the Embassy?s support capabilities. Embassy people like their jobs: they speak of doing important work, at an interesting time, in a country with which the United States has good relations and which seems to be moving forward. All sections, however, operate at maximum tempo and Mission people are stretched and tired in the daily conduct of their business. Accra is already a major presence for the United States in African embassies, and it is continuing to grow. The staff is comprised of 77 direct hire Americans, 15 contract Americans, and 362 Foreign Service nationals. The Embassy?s FY 2000 budget was approximately $7.3 million. U.S. Agency for International Development programs dispense $55 million a year. Other agencies at post include the Peace Corps, the INS, and Defense. The Administrative section is concerned about the
need to find office space for three to five additional direct hire Americans. The Embassy must conduct its relations with the Government of Ghana via dysfunctional Embassy offices and communication systems. It is difficult to build a coherent team when the cramped, overcrowded Embassy offices are spread over six campuses. Poor intramission communications (traffic, congested streets, bad phones, limited e-mail connectivity, too few motor pool vehicles, and no Internet in the chancery) make it even more difficult. A new office building is about ten years in the future.
The well written, 60-page Mission Performance Plan (MPP) may be too ambitious, both for Ghanaians and for the United States. The Embassy?s coordination of the various available U.S. government assistance programs in support of MPP goals is masterful. On the other hand, Ghana?s new government must focus first on survival. OIG concurs with the assessment of Washington readers that ? ...Ghana?s reporting is the most outstanding all around.? Embassy officers? relationships of trust with their contacts paid off during Ghana?s December 2000 pre-election jitters, enabling the Mission to report on possible problems and to act in a timely manner to avert them. Even though a lack of support from the U.S. Foreign & Commercial Service hampers the Mission?s ability to exploit opportunities for U.S. business, the Mission has logged some commercial successes. In the consular section, work is needed on written standard operating procedures, staff training, computerization of files, and anti-fraud measures. With sharply increased nonimmigrant visa applications boosted by Ghana?s collapsing economy, there is a rising incidence of fraud. OIG advised the Embassy to moderate and better control the pace of relations. Slowing the tempo would help not only internally, but perhaps also with the newly appointed and overwhelmed officials of the Ghanaian government.The Office of Electronic Information, Bureau of Public Affairs, manages this site as a portal for information from the U.S. State Department. External links to other Internet sites should not be construed as an endorsement of the views or privacy policies contained therein.