Cablegate: Grants Administration and Support for Public
DE RUEHLGB #0728 2261529
ZNR UUUUU ZZH
R 141529Z AUG 07
FM AMEMBASSY KIGALI
TO SECSTATE WASHDC 4500
UNCLAS KIGALI 000728
DEPARTMENT FOR R/PPR
E.O. 12958: N/A
TAGS: KICA KPAO OIIP AMGT
SUBJECT: GRANTS ADMINISTRATION AND SUPPORT FOR PUBLIC
REF: SECSTATE 105588
1. Summary. Post welcomes the Department's solicitation of
information on the administrative burden of administering
grants and the level of support being provided by ICASS
service providers for PD operations in the field. PAS enjoys
strong support at post from ICASS service providers; those
gaps in service that do exist are not unique to PAS though
they are sometimes exacerbated by the particular demands
placed on service providers by PAS programs and activities.
PAS grants are modest both in terms of the number of awards
made in any given year and the dollar value of those awards.
Post's grants portfolio has, however, grown in recent years
as a result of the addition of programs funded through
Washington (e.g., G/TIP). Additional training opportunities
for both Locally Engaged Staff (LES), eligible family
members, and American officers working outside of PAS would
contribute immensely to improved management and oversight of
grants at post. End Summary.
2. SUPPORT FROM ICASS SERVICE PROVIDERS: PAS Kigali receives
strong support from and enjoys a collegial working
relationship with post's ICASS service providers. Service
provision in the past suffered as a result of extended
staffing shortages within the mission but has improved
steadily over the past 18 months. Gaps in service provision
that do arise generally are the direct result of the
particular nature of PAS programs and activities. For
instance, because local postal services and Internet
penetration are limited, PAS continues to hand deliver
invitations and publications to contacts. In the past, the
Embassy's motorpool lacked sufficient driver/vehicle capacity
to support the distribution needs of PAS. As a result, PAS
was frequently required to provide a staff member to serve as
driver. The creation of an additional motorpool driver
position recently and increased GSO awareness of the issue
has greatly reduced the reliance on PAS to furnish a driver.
3. MANAGEMENT BURDEN OF GRANT AWARDS:
a) The volume of grants has increased in the past five years,
but has fluctuated greatly because of the inconsistent nature
of funding from sources outside of post's PD allotment. For
instance, in FY2006 post received $110,000 in funding for
grants from G/TIP; in FY2007 post has thus far received
$20,000 for one grant under the Ambassador's Refugee Fund.
The establishment of a CDC office has also added marginally
to the increased grants management workload. The volume of
PD grantmaking will double in the next year as the result of
reprogramming of $100,000 in PEPFAR funds to establish a
grants program for HIV/AIDS-related activities.
b) The PAO is the only grants officer at post. He signs
grants for CDC and other State elements at post.
c) Staffing levels are adequate; training levels are not.
d) The majority of grants at post continue to be related to
mission public diplomacy objectives.
e) Training opportunities for American direct-hires, LES, and
EFMs should be expanded. Given the frequency with which
political and economic officers are involved in grants at
post awarded through G/TIP, PRM, and others, an overview of
the grants process and potential sources of funding should be
incorporated into the ECON/POL Tradecraft Course. Economic
and political officers should also be encouraged to obtain a
grants warrant prior to arrival at post. Regional training
opportunities should also be expanded, especially for LES and
EFMs. Currently there are no LES or EFMs at post who have
completed grants training.