Luanda 2002

Overview:

One of Africa's major oil producers, Angola is striving to tackle the physical, social and political legacy of a 27-year civil war that ravaged the country after independence.  Following the withdrawal of the Portuguese colonial masters in 1975, the rival former independence movements competed for power until 2002.  Much of Angola's oil wealth lies in Cabinda province, where a decades-long separatist conflict simmers.  The government has sent thousands of troops to subdue the rebellion in the enclave, which has no border with the rest of Angola. Human rights groups have alleged abuses against civilians.  Joao Lourenco became the country's first new president in 38 years in September 2017. He was the chosen candidate of his predecessor Jose Eduardo dos Santos, who did not run in the general election but who was still expected to retain a strong influence over the running of the country. 

Source:  BBC Country Profile

American Embassy Luanda:

The inspection took place from February 6 to 19, 2002.  This was the first stop on a three-inspection trip to Luanda, Kinshasa, Democratic Republic of Congo and Windhoek, Namibia.  If I recall correctly, this was the first trip that we were able to travel in business class.  Regulations had recently authorized business class for travel over 14 hours in duration, but for budgetary reasons, staff were encouraged to take a rest stop in route to the final destination.  Fred Rondon was our Team Leader for Luanda.  I had worked with Fred before on the Minsk and Baltic inspections.  Other team members were Andrea Leopold, Deputy; Carl Troy (CONS), Fran Culpepper (POL/ECON), Don Norman (DS) and Arne Baker on his first inspection.  Arne went on to become the newly promoted Assistant Inspector General for Inspections, SES position, for a well-deserved employee. The Management Officer was Rosalyn Anderson who I believe was on her last tour.   Besides making arrangements for administrative support I remember having to make logistical arrangements for hotel and office space for inspectors.  Making room for just eight inspectors was a challenge as we had to double up in trailers and two inspectors ended up in the annex in tight quarters.  I also had to prepare the schedule for Fred Rondon's courtesy calls on not only the Ambassador and DCM but all section heads set up an exit meeting.  Roz and the Ambassador's Office Management Specialist, Ada Hellyer, were most helpful in getting us set up and arranging meetings.       

Findings:

There were over 13 formal and 60 informal recommendations for management in our final report.  Management needed to ensure that an International Cooperative Administrative Support Services (ICASS) council chairperson be appointed from among participating agencies to provide leadership and establish service standards.   Some of the real property findings included the need to request authorization to acquire a warehouse, associated shops, motor pool, and other functions not included at the embassy Miramar compound and Casa Inglesa.  The Miramar site was 1.8 acre on a hilltop overlooking Luanda town.  Plans were to build a new chancery building on the existing site.  In fact while we were there an office trailer was lifted by a crane and dropped.  Fortunately no one was injured.  I understood that several of the local contactor's supervisors were fired after several mishaps.  I was on the October 2008 inspection and was impressed with the new five-story building completed in 2005.  However, there were problems with the HVAC and roof leaks further complicated because the building contractor declared bankruptcy.     

The General Services procurement section needed a strong supervisor to reorganize the section and implement new electronic systems and procedures consistent with Federal Acquisition regulations including awarding Blanket Purchase Agreements for frequently purchased items.  In the area of Human Resources HR/OE should authorize LE Staff to enroll in the Foreign Service Defined Contribution Retirement Plan.  The Financial Management Office was headed up by an American Family Member (AFM) 20 hour per week Financial Specialist.  Bryan Ermantinger, the FMO from Windhoek conducted a site support visit to review plans for the handover of the financial management office once the AFM  departs post and training for a newly promoted Financial Specialist who had just completed the FMO course .  The Management Officer needed to report a Cashier shortage and take action to reimburse the cashier’s advance. The Financial Specialist needed to establish a centralized system for maintaining accounts receivable records. In all areas of management there were minor findings that needed to be corrected.  In fact, a Compliance Follow up Review was scheduled the next year to assess how well post management had complied with our recommendations. 

Highlights:

• Ambassador Chris Dell had the team over for brunch the first morning.  The embassy had approval to maintain an emergency/evacuation boat, a Boston Whaler, that the Ambassador took Fred and me out for a ride.  Today, being entertained by the Ambassador would be prohibited due to ethics concerns.   We ended up recommending that the embassy charge employees a fee if the boat was used for recreational purposes.

• We stayed at the best hotel in Luanda, the Tropico, at the time, which was frequented mostly by staff of oil companies.   

• Besides eating seafood on the beach there was not much else to do in Luanda.