Vol. 420 No. 3
9 Mr. Deasy asked the Minister for Foreign Affairs if he will consider appointing personnel from vocational walks of life to the diplomatic corps; and if he will ensure that a more business-like lobbying syndrome can be created by our ambassadors and envoys abroad.
Diplomatic posts in our missions abroad are filled by permanent civil servants who are either officers of the Department of Foreign Affairs recruited to join the foreign service or officers on temporary secondment from other Government Departments who return in due course to their home Departments. This has been the policy of successive Govenments and I do not at present envisage any departure from the existing practice.
The Department of Foreign Affairs attach the highest priority to the promotion of all aspects of foreign earnings: trade, tourism and attraction of foreign investment. It is a major aspect of the work of all our embassies. The precise nature of the embassy's role varies according to the circumstances in individual markets. Where the semi-State bodies are represented, our embassies engage in general economic reporting, lobbying and problem solving at governmental level, and generally use the prestige and contacts of the embassy to reinforce the efforts of the semi-State bodies. Where there is no semi-State representation, the embassy is directly involved in offering practical support to Irish business people seeking to develop that market.
The training of our diplomatic personnel involves a considerable emphasis on foreign earnings work. Plans are currently being developed for more intensive training in this area, including the possibility of joint training with a number of the semi-State agencies and periods of secondment for training purposes. Other possible initiatives are also being examined. Overall, there is a strong commitment to ensuring that all our embassies play the most effective possible rôle in the promotion of foreign earnings.
I believe that the expression used in relation to the civil servants referred to initially by the Minister is career diplomats, a number of whom do an excellent job. Would the Minister not agree that nothing would be more helpful for this country than to have a team of ambassadors and envoys in foreign lands who have considerable experience of business, particularly people who have been successful in business? These are the people who make contacts at the highest level, whether by way of meeting Heads of State, Ministers or industrialists. Can the Minister think of any other person who has greater access to the people who might be able to help us in providing new industry and additional jobs? Why waste such an opportunity?
I cannot accept the Deputy's suggestion that opportunities are being wasted in this area. All embassies are heavily involved in the promotion of foreign earnings. I have had practical experience in several Departments of the commitment and dedication of ambassadors and people in consular positions and in offices generally throughout various countries. These people work very closely with industry, business and semi-State organisations here to endeavour to get as much foreign earnings for this country as possible. I am aware that the Culliton report made some suggestions as to how the position might be improved. That report is being considered at present by a Government-appointed task force, and I suggest that we await the outcome of their findings to see what further changes may be made in this area.
Would the Minister of State and the Minister, Deputy Andrews, make a close study of the system operated by New Zealand whereby all of their ambassadors and envoys are lobbyists first and foremost and are ambassadors and envoys in a secondary capacity? The success of these people as lobbyists has been tremendous, and that is a singular lesson for this Government and this country. Would the Minister of State please bear in mind what I have said and convey it to the Minister?
I certainly will convey the views of Deputy Deasy to the Minister and I will also take a personal look at the position. It is necessary at this stage to have an overall strategic plan of action to deal with this whole area. Bearing in mind that semi-State agencies and others are involved overseas we must avoid in so far as possible duplication and overlapping, the type of activity which is wasteful of both human and financial resources. Second, it is important to ensure that the personnel are fully trained. The task force are examining the Culliton report to see how overall performance can be improved. I will certainly undertake to consider the matter carefully.
We could consider including retired or demoted politicians — for example, the Minister's predecessor — who would be delighted to assist.
