US embassy cable - 04COLOMBO1464

UNCLAS SECTION 01 OF 02 COLOMBO 001464 
 
SIPDIS 
 
FOR EB:CHARLES FORD, EB/CBA:DWINSTEAD, SA:AGOEL 
 
E.O. 12958: N/A 
TAGS: BEXP, EINV, ECON, AMGT, AODE, CE, MV, ECONOMICS 
SUBJECT: DEVELOPING A COMMERCIAL PLATFORM AT NON-FOREIGN 
COMMERCIAL SERVICE POSTS 
 
REF: STATE 174107 
 
1.  Post appreciates the efforts to better support non-FCS 
Commercial offices, and welcomes this review.   Following are 
suggestions for consideration. Responses are keyed to the 
four main areas delineated in reftel. 
 
2. Resource Allocation: 
 
-- With limited resources, it makes sense to concentrate on 
posts with the greatest potential.  Though, conceivably, each 
country has potential importers of US products, or government 
tenders attractive to US firms, there are not enough 
resources to support each equally.  A regularly  updated 
study of where the greatest potential return should be could 
help direct resources more rationally.  Criteria for the 
study should take into consideration: interest by US 
investors/firms, range of potential projects, amount of 
reliable information generally available, stability of 
political situation.  A minimum amount of support should be 
available to all posts, but resources above that minimum 
range would vary according to these factors. 
 
-- Creative uses of resources should be encouraged, but 
guidance is needed.  For example, can Post, with limited 
manpower resources, outsource a Company Profile to the local 
Dun & Bradstreet rep?  Can Amcham be used to provide business 
support? 
 
-- The current system for collecting and disbursing 
commercial fees at non-FCS posts is slow and cumbersome. 
Posts should be allowed to keep the funds, with regular 
reporting requirements. 
 
-- Hard copies of some materials would still be helpful in 
lesser developed countries, and the move to electronic 
information with no more printed catalogs restricts access. 
Perhaps something for EB and Commerce to consider would be 
providing funding and layout content for local production, 
which might be cheaper and more targeted than mass 
distribution. 
 
3. Program Integration with FCS: 
 
-- Visits by experienced commercial officers to post would be 
helpful.  It is not always possible to convey all necessary 
information by phone or email.  A visit of a few days would 
allow discussions on more complex questions. 
 
-- A commercial advocacy questions forum on-line, either as 
an IM program or one or two senior ECON/FCS officers per 
region, available on email to answer questions would provide 
a useful tool for officers in the field. 
 
-- Econ Officers could accompany a delegation to a US trade 
show from a neighboring FCS country, with or without host 
country participants.  If it is in an important sector, the 
information gathered could be brought back to Post for use 
with local firms. 
 
-- Also, regularly updated information about delegations 
traveling from neighboring countries to US trade shows could 
help officers push for participation by local firms. 
 
-- Each FSO and FSN should visit his or her partner post at 
least once.  Partner posts should make available to the 
American business community information on constituent post 
opportunities (CCGs, updates, background, IMIs). 
 
-- Integration with FCS information systems and databases 
would enhance both communication and reporting capabilities. 
Non-FCS posts could enter data on local firms and could 
access US company information.  Cables are not useful 
vehicles for FCS and DoS does not have easy access to the DoC 
email directory.  State officers cannot enter reports 
directly into the DoC system, and have to upload them, with 
difficulties caused by incompatible formats.  (Note: The BFIF 
Instant Messaging System is helpful and welcome.) 
 
-- FCS trade promotion efforts and training opportunities in 
partnerships posts (and regional centers) should include 
constituent posts. 
 
4. Assessment of Business Priority Needs 
 
-- Each non-FCS post can assess what the priority needs are, 
e.g., reliable market information, government advocacy, 
political/economic updates, information on US products.  This 
profile can guide resource allocation, assistance, and 
training for employees. 
 
-- A commercial  mission statement, with a list of best 
practices and guidelines, particularly focusing on roles of 
Ambassador, DCM and sections would be helpful both for 
missions and for the US firms using commercial services. 
 
5. Training Needs 
 
-- Training for both FSOs and FSNs is critical to give 
baseline information to all staff.  Resources are needed to 
send all FSOs, and FSNs, if possible, to training in the 
Dept.  Regional training sessions may offer less expensive, 
more tailored options. 
 
-- Commercial Tradecraft should address specific needs of 
post, utilizing the profile mentioned below above to inform 
and train individuals about the expectations at his or her 
Post. 
 
ENTWISTLE