a powerpoint presentation I composed and presented to the OBO Director and the AF/EX Executive Director to convince them to move Accra up on the OBO construction list. Mission accomplished!

1. Embassy Accra welcomes
OBO General Williams and staff to
Accra, Ghana -
the Gateway to West Africa
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2. Vision Statement
 Mission in transition.
Embassy Accra is making the migration from a mid-sized post to
a full-scale regional embassy hub concurrent with the emergence
of Ghana as a stable, democratic regional leader in West Africa
and with the growth of USG interests in the sub-region.
 Co-location is the objective.
Our vision and our long-term direction is no less than the co-
location of all USG agencies on one site, to achieve needed
economies of scale in security and operational efficiency.
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3. Our present configuration…
USG agencies and Embassy sections in Accra

4. MARINE
HOUSE
GSO COMPOUND
BUDFIELD RUSHMORE
PEACE CORPS
4.2 miles
2.2 miles
3.3 miles
3.4 miles
CHANCERY
3.2 miles
2.3 miles
1.2 miles
PUBLIC AFFAIRS USAID
GSO/CONSULAR/INS
4

5. Various GO/LTL/STL Properties
Government-owned, LTL, and STL non-residential properties
are spread out over a fifteen square mile area. Most sites
can be reached by car from the chancery within 10 to 15
minutes, depending on traffic conditions.
Principal Mission facilities are located at the following
sites:
Main Chancery GSO/Consular/INS Annex
USAID Rushmore Warehouse Compound
Peace Corps Budfield
Public Affairs Desert
Other Government-owned facilities include the EMR and the
DCMR.
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6. Today’s Situation
 Embassy operations are decentralized, scattered
between the chancery and five office locations in
Accra.
 Natural tensions which may exist between USG
agencies and between sections within the Embassy
are exacerbated by the geographical separation.
 Post management must hold daily and weekly meetings
between Embassy sections and USG agencies to
offset separation and poor communication links.
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7. How Did We Get Here?
 As with most diplomatic missions in the region, in the
beginning all agencies were co-located.
 Over time, mission expansion dictated the need for
additional facilities.
 In the absence of long-term planning and security
constraints (pre-Inman), the mission spread out to
various locations throughout the city.
 Recent security considerations and the need for
operational efficiency point to the advantages of
returning to co-location.
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8. Goals and Objectives
 Operational efficiency
• Adequate oversight of multi-million dollar programs
• Communications between USG agencies
 Security for all personnel
• Adequate setback for all facilities
• Enhanced access control for all facilities
 Long-range planning for Program expansion
• Expansion of CAA space requirements
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9. Our Chancery
Vital statistics
 LTL, $110,000 per year
 Office space: 10,387 sq. ft. net
 Tenants: STATE, ICASS, DAO, USDA, 77 employees
 Setback deficiencies: no setback on sides and in rear
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10. Chancery from across the street
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11. Additional Chancery offices in rear
 CLO and Public Cashier to the right
 B&F and Health Unit in the back 11

12. Additional Chancery offices on side
RADIO SHOP, MAIL ROOM, PROGRAM FSN OFFICE INFORMATION SYSTEMS SHOP
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13. Chancery next-door neighbors
RIGHT SIDE
BACK
RIGHT SIDE LEFT SIDE
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14. Public Affairs
Vital statistics
 LTL, $82,000 per year.
 Office space: 9,410 sq. ft. net.
 Tenants: PA, IBB/VOA, FCS, State
Program and ICASS, 28 employees.
Setback deficiencies: no setback in rear
or on sides.

15. Public Affairs
PUBLIC AFFAIRS OFFICES, PRINT SHOP INFORMATION RESOURCE CENTER, FCS OFFICES
15

16. Public Affairs from the street
Front gate
Public affairs from street
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17. GSO/Consular Annex
Vital statistics
 LTL, $5.32 per year (leased in Cedis when 1 Cedi = 1 USD)
 Office space: 3,810 sq. ft.
 Tenants: NIV, IV, ACS, GSO sections, 48 employees
 Setback deficiencies: no setback. Street closed to vehicular
traffic on consular side.
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18. GSO/Consular Annex
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19. INS Offices and GSO Warehouse
STL, 6,300 SQ. FT., $28,800 PER YEAR
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20. Rushmore
Maintenance/Warehouse
Compound
Vital Statistics
 Two adjacent properties: no setback.
Rushmore A: STL, $38,000 per year: 12,000 sq. ft. offices,
warehouses, shops.
Rushmore B: STL, $48,000 per year: 43,000 sq. ft. warehouses, shops,
parking.
 120 employees on maintenance and warehouse staffs.
 Setback deficiencies: no setback.
20

21. Rushmore Offices - STL
21

22. Scenes from Rushmore
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23. Rushmore warehouses and shops
3-story apt bldg. under
construction
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24. Desert
Stats: 4.5 acres, LTL

25. Desert - Judges Quarters
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26. Desert
POTENTIAL SITE FOR GSO MAINTENANCE/WAREHOUSE COMPOUND
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27. Scenes from Desert
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28. GOIL Property – Viewed from Desert
PARTIALLY SEPARATES DESERT FROM BUDFIELD
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29. Budfield
 Eight acres of land – 50 year lease with two
renewable options.
 Presently contains staff housing (apartments), TDY
housing units and recreation facilities (tennis court,
swimming pool, soccer field, baseball/softball field).
 Could conceivably serve as site for NOB, preserving
housing units and swimming pool and relocating other
recreational facilities.
29

30. Budfield Aerial photo
AREA
AVAILABLE
FOR NOB
100 ft. setback
from each
wall
2.25 acres
98K sq. ft.
GOIL
DESERT
30

31. Scenes from Budfield
BUDFIELD POOL
PARKING LOT AND TENNIS COURT
STAFF APARTMENTS
TDY APARTMENTS
31

32. USAID
Vital Statistics
 LTL, $58,000 per year
 18,484 sq. ft. net, 108 employees
 Narrow alley entry from street poses
significant bottleneck threat
 Setback deficiencies: no setback on
sides or rear
32

33. Scenes from USAID
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34. Official residences
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35. EMR
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36. DCMR
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37. Recommending a Strategy

38. Immediate requirements
 Chancery electrical review/upgrade
 Chancery/Annex space survey
 DCMR bathrooms rehabilitation
 OBO lease waiver approval for Rushmore warehouses
 OBO approval for enclosure of consulate waiting area
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39. Mid-term Objectives 2003-2004
 Interim solution - co-location of all administrative
sections.
 Completion of space renovations recommended by
space and electrical reviews.
 Replacement of EMR and DCMR furniture as
needed.
 Long-term lease for alternate Rushmore facility.
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40. Available Options – short to mid-term
Move all administrative functions out of chancery to free
up space for expanding CAA/Program tenants.
• Concentrate Administrative sections at Annex
Advantage: improved operational efficiency
Disadvantages: Annex lease concerns; zero setback
• Transfer all Admin and GSO functions to NOB at Desert
Advantages: improved operational efficiency, better CCC
Disadvantage: Admin NOB costs could postpone Mission NOB
• Move all Admin to preexisting apt. buildings at Budfield
Advantage: buildings rule out need for new construction
Disadvantage: cancels out approved project to rehab Budfield apts
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41. Long-term Objective
Co-location on already available
site addresses and resolves:
• operational and administrative
concerns,
• security considerations, and
• long-term growth projections
41

42. Recommendations in order of priority
 Move Accra up the NOB list.
Accra has a site and needs an NOB. Admin and consular have
formal regional responsibilities. Other offices/agencies also
have regional responsibilities, i.e., INS, RCO, and USAID. Once
the airport expansion project is completed, it is expected that
Accra will grow as a regional transportation hub and other
offices/agencies with regional responsibilities will want to
relocate here.
 Consolidate all administrative sections.
Move all administrative functions to a single site, freeing up
chancery space for projected CAA/Program expansion. Satisfy
immediate chancery prerequisites for expansion: i.e., space
survey, electrical upgrade.
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43. Embassy Accra
appreciates
your visit to
Accra, Ghana -
the Gateway to
West Africa
43

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45. More Vital Statistics
45

46. Annual Facility leasing costs
 Chancery $111,000
 Public Affairs 82,000
 USAID 58,000
 GSO/Consular 5
 INS/EXP 28,800
 Rushmore A 38,000
 Rushmore B 48,000
 TOTAL $365,805
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47. Total space requirements (sq. ft. net)
FACILITY SQ. FT. NET SQ.FT. PER PERSON
Chancery 10,386 135
USAID 18,484 171
Public Affairs 9,410 336
INS 3,150 630
Consular/GSO 3,810 79
DAO (projected) 3,000 333
Growth (15%) 7,236 na
TOTAL 55,476
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48. Residential housing vital stats
 No. of rental units: 37
 No. of Government-owned units: 3
 Average annual lease cost/unit: $25,113.00
 Average annual utilities cost/unit: $350.00
 Average security cost/residence: $7,200.00
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