Feedback from the first EU "embassy" in Africa

(BRUSSELS2)

The "double hat" is not always easy to wear!

This may be the feeling reading the report of the EU Special Representative (EUSR) to the African Union in Addis Ababa, who is also the head of the European Commission delegation. An interesting report in more ways than one. Because it is a pilot experience for the future diplomatic service. The EU Delegation is made up of the services of the EU Special Representative (EUSR) as well as those of the European Commission (1). And that it concerns an institution, the African Union, with which the EU intends to play a specific role, a bit like a "big brother".

Positive political record

On balance, although based on a legal and institutional framework, poorly adapted, since it provided " two administratively separate components, two separate budgets and different staffing sources ", the integrated structure of this delegation has so far proved to be " politically viable and effective notes Koen Vervaeke, the EU special representative. The existence of an EU delegation had " impact, recognized and welcomed by EU Member States ". She can " shoot taking advantage of the political weight of both the Commission and the Council and relying on the whole range resources available, including the exchange of information ". It contributes to the strengthening of the coordination, coherence and collective influence of the "EU family", in particular through a more compact presence and better visibility of the EU. The delegation helps to create synergies and ensure a more coherent use of the various existing instruments of the EU, the EC and the Member States ". So much for the positive side. That's not bad...

On the other hand, on the stewardship and personnel and logistics side, it's a bit of a struggle... The life of an embassy seems rather punctuated by a series of "small" problems that must be solved! And this report identifies a series of specific problems and more or less structural dysfunctions which it is important to remedy not only for the efficiency of this office but also for the proper establishment of the future European diplomatic service.

From electricity to the armored car,
small logistical problems of an EU "embassy"...

The armored car had its own contract...

The delegation thus took some time to resolve certain logistical problems such as the purchase of an armored car for the EUSR. The control of this type of vehicle is, in fact, ensured centrally with Sabiex, a Belgian company that has entered into a framework contract with the European Commission. Among other things, production problems delayed delivery and priority was given to the Eulex Kosovo mission.

Moving into new premises

Located not far from the AU headquarters and more spacious, if it made it possible to work more efficiently, it was not without difficulties. The technical problems were persistent (electrical, health and safety installations, finishing works) to the point that they required the recruitment (ongoing) of a maintenance agent to remedy all these problems.

Management remains complicated

The administrative work of the delegation continues to suffer from the burden of having two separate sources of funding and two sets of administrative rules and procedures ". The delegation manages this situation, as much as possible, “ by pragmatic internal arrangements, for example by the sharing between the two components of expenses incurred jointly ". But in general, recognizes Koen Vervaeke, the current situation, in which two distinct budgetary sources and two sets of rules coexist “ greatly complicates the functioning of the delegation and entails a considerable additional administrative burden ».

personnel management,
a real headache with the diversity of statuses

In general

« he different sources of staffing, the disparity of recruitment procedures and rules, as well as the diversity of statuses and conditions that apply to staff (in terms of remuneration, benefits and services enjoyed by the staff of the part of the two EU institutions and the Delegation) could continue to hamper the smooth functioning of the office in the long term. A system that does not offer the same services to all the staff of the same structure complicates the creation of a homogeneous entity »

local staff

« Local staff of the EUSR component do not benefit from the same social security benefits and protection (health and old-age insurance) as local staff of the Commission component. The Commission has a special scheme for local staff in its Delegations, while local staff of the EUSR component should contribute to a local (Ethiopian) social security scheme. As no suitable scheme exists in this country, certain practical arrangements are applied to ensure a certain level of medical coverage for the staff members concerned. No other social security benefits, such as old-age insurance, are provided »

Equal access to functions

The objective of guaranteeing equivalent conditions of access and treatment for all delegation staff regardless of the component to which they belong remains relevant, including the introduction of the same possibilities of access to all functions than in the case of EU officials, as long as the current rules allow it (in particular the Staff Regulations and the Financial Regulation).

Detached personnel

The management of staff seconded by Member States is “ often difficult and unpredictable. Cases of leaving with very short notice and after a short period of service have arisen “says the report.

Variable diplomatic protection

« Some EUSR component staff do not have full diplomatic status because their home authority did not issue them with national diplomatic passports ».

Other problems detected for the diplomatic service of tomorrow...

Note that on several points, the establishment within the framework of the diplomatic service, of a single budget and a single status, should solve some of the problems described above. As the EUSR acknowledges: “ the creation of the European External Action Service (EEAS) will put an end to the current structural duality of the EU Delegation to the AU ". But certain questions will remain topical, in particular recruitment, communication

Clarify recruitment rules

« The development of procedures for appointment to management positions, which are transparent and based on qualification and merit », explains K. Vervaeke. In other words, the "ambassador" of the EU must be able to choose his staff and not have certain staff imposed by the States, chosen solely according to their nationality. NB: It is also a fact that sometimes Member States seek to get rid of certain personnel in the EU, without worrying about the competence criteria required.

Communication system secure

« Equipping the EU Delegation with a secure, fast, user-friendly and unified communication system enabling it to reach all EU interlocutors in Brussels and other workplaces should be considered a top priority. »

Unify security regulations.

« The division of responsibilities is not clear with regard to security issues. There are currently two chains of responsibility at the local and regional levels. Each Commission Delegation has a "Local Security Officer" (LSO, based in Addis Ababa) and a "Regional Security Officer" (RSO, responsible for Ethiopia and other countries in the region). The LSO is placed under the authority of the RSO. The MSO of the EUSR component, “ which has its own accountability obligations, must be appropriately integrated into this structure ". The goal should be unify Council and Commission security regulations and clearly define responsibilities at local and regional level »

Delegation in a nutshell

• The joint delegation (EUSR/Commission) was set up in January 2008, following discussions between Member States in autumn 2007 (in particular within the framework of the group of advisers for EU external relations)

• The office in Addis Ababa of the EU is made up of 38 people: 20 in the EUSR component — 10 international staff (3 people seconded by the General Secretariat of the Council, 6 seconded by the Member States and 1 under contract), 10 local agents (including 3 EU nationals under local contract) and 18 in the Commission component — 11 international agents (including a trainee from the Commission) + 7 local agents.

• At the operational level, the delegation reached its "critical mass" in December, with 5 advisers in the "political" section (headed by a Dutch diplomat), 4 in the "peace and security" section (headed by a administrator of the European Commission) and 5 in the "operations" section.

• Ultimately, the workforce should be 50 people. 6 agents will be recruited at the start of 2010, two local agents (maintenance agent and additional driver) and 4 other international Commission agents (1 AD official and 3 contract agents who have not yet been selected).

(1) Erwan Fouéré in the former Yugoslav Republic of Macedonia (Fyrom) also wore this double hat.

(Nicolas Gros-Verheyde)