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Inspection of Embassy Almaty, Republic of Kazakhstan (ISP-I-03-01)

 

Despite entrenched opposition in some parts of the Kazakhstani government to the principles inherent in economic reform and democratization, Embassy Almaty has been extremely active in both areas. There are obstacles to achieving these goals. Greater program coordination is called for, but under good front office leadership, U.S. policy is being well implemented.

Nonetheless, effective and proper U.S. representation to the government of Kazakhstan requires that Embassy Almaty be relocated to Astana, the new capital. Until the embassy moves, the day-to-day conduct of relations will suffer, and the development of crucial personal relationships will be made more difficult. Political and economic reporting would benefit from more embassy contact with government leaders in the capital and more travel to areas outside Astana and Almaty, particularly to the energy-rich west and to the south. Coverage of the capital will not increase until an interim office is established, but more field travel and reporting could be done now, and Foreign Service nationals (FSNs) should be more engaged and productive.

The consular section is well managed and should be granted authority to process immigrant visas for residents of Kazakhstan and neighboring Central Asian countries. In order to maintain adequate supervision, training, and customer service, the consular manager position must continue to be filled by an experienced mid-level officer.

The embassy?s greatest resource challenge is to provide safe, adequate facilities in Almaty and Astana. For the next four years, the burden of this challenge will continue to test the embassy?s efficiency and its management controls. Recognizing this, the embassy and the Bureau of European and Eurasian Affairs (EUR) have properly increased administrative staff.

Embassy Almaty generally has good management controls in place, but the heavy workload in the administrative section militates against them in some areas. Weaknesses that should be corrected exist in cashier operations, funds account management, the motor pool, and warehouse property.