USAID OIG Afghanistan and Pakistan Oversight Report, April-June ...
USAID OIG Afghanistan and Pakistan Oversight Report, April-June ... USAID OIG Afghanistan and Pakistan Oversight Report, April-June ...
equests went through the State Department for approval. The delays in incremental funding created morebudgetary problems for the program.Despite some successes, overall progress for program activities was slow, largely because of the interveningfactors already mentioned. Although some factors were beyond the mission’s control, USAID/Pakistanneeded to address the following problems that were within its control. USAID/Pakistan staff did not followmanagement controls. Technical staff in the mission addressed contractual matters that should be handledonly by the agreement officer or took action without proper approvals. Additionally, USAID/Pakistan reliedon contractors to perform services closely related to inherently governmental functions. A third-partycontractor’s conflict of interest in overseeing another contractor’s work created risks when the mission didnot address the gap in services created by the conflict.The audit showed that performance deteriorated when USAID/Pakistan staff overrode managementcontrols and bypassed organizational structures. Much time and funding went toward disaster responseand emergency relief efforts, draining resources from the planned Livelihood Development Programactivities. In addition, allowing outside pressures to take precedence over important management controlscontributed to poor program results.Audit of USAID/Pakistan’s Livelihood Development Program for the Lower Region of the FederallyAdministered Tribal Areas (Report No. G-391-11-001-P, December 10, 2010)Pakistan’s mountains FATA is located on the border with Afghanistan. FATA is one of the mostunderdeveloped regions in Pakistan, where only 17 percent of the overall population is literate. FATA’sweak economy, widespread unemployment, lack of social services, and ineffective government make itsusceptible to the spread of extremism. According to USAID/Pakistan, countering extremist influences inFATA will require a robust economic development program. In response to this need, USAID/Pakistanestablished the FATA Livelihood Development Program.The main goal of the program is to provide social and economic stabilization in FATA to counter the growinginfluence of extremist groups. To measure progress in attaining this goal, the mission established outcomemeasures and targets for each measure. Targets for the program include creating 29,375 long-term jobs andreaching a goal of 55 percent of FATA citizens expressing satisfaction with the basic public services byMarch 2013.OIG audited the program to determine whether it was achieving its main goal of social and economicstabilization in the lower FATA region.The audit found that USAID/Pakistan had made little progress in reaching annual targets. The main causefor the program achieving so little was the hostile environment in FATA. The implementing partnerexperienced kidnappings, harassments, and the tragic assassination of its chief of party in November 2008;consequently, program activities stopped for 6 months until security measures were improved and a newchief of party took office. During this time, the implementing partner relocated its country office fromPeshawar to Islamabad.Although the hostile situation contributed to the program’s limited results, the mission did not ensureadequate monitoring and oversight to achieve program goals. In addition, the program’s ability to achieveUSAID OIG Afghanistan and Pakistan Oversight Report 93
planned results was hindered by a strategic shift in U.S. Government strategy and the mission’s request toprovide humanitarian assistance activities. In September 2009, the U.S. Government’s strategy shiftedtoward greater involvement of Pakistani organizations in implementing U.S. assistance programs. As aresult, the mission began to rethink its strategy of providing the bulk of its program assistance through U.S.-based implementers.As a result of the setbacks and shifts in implementation, program funds were not used efficiently. Forexample, according to the implementing partner, it expended $29.2 million in the first 2 years of theprogram; however, only $7.6 million was spent on direct program activities, $2.7 million of that going tohumanitarian assistance activities.Audit of USAID/Pakistan’s Family Advancement for Life and Health Program (Report No. 5-391-10-012-P, August 31, 2010)In 2007, USAID/Pakistan signed a cooperative agreement with the Population Council, a U.S.-basednongovernmental organization, to implement the Family Advancement for Life and Health Program(FALAH). FALAH is a 5-year, $60.4 million program intended to increase demand for and use of birthspacing and family planning services in 26 districts in Pakistan. The country has a relatively high rate ofpopulation growth, and in 2009 the estimated Pakistani population was about 181 million—the sixth largestin the world.OIG’s audit found that FALAH was achieving its main goals. Among its accomplishments were:An increased demand for family planning services. Program implementers provided family planninginformation to more than 2 million men and women. In addition, program messages on birth spacingand family planning services blanketed the media. Almost 28,000 commercials were aired duringNovember and December 2009 alone.Improved family planning services in the public sector. Program implementers placed a team of mastertrainers in each of the 26 program districts. The trainers were expected to support group meetings inthe community and help public health-care providers better serve their clients. Fifty-nine percent of allpublic service delivery points in the FALAH districts had trained providers for family planningcounseling and services in their facilities. Furthermore, FALAH planned to equip 80 percent of publicservice delivery points in program districts to provide appropriate family planning services by the endof the program.Improved family planning services in the private sector. Improved family planning services in the privatesector were being led by Greenstar Social Marketing, a Pakistani nongovernmental organization. Theprogram hoped to expand the number of Greenstar health-care providers to 1,000 in the program’srural areas. As of December 31, 2009, Greenstar had established 557 new providers and completedtraining for more than 4,000 health-care providers overall. Greenstar also conducted meetings atfactories and other workplaces to discuss the benefits of birth spacing and was operating a nationalhotline serviced by its physicians.94 USAID OIG Afghanistan and Pakistan Oversight Report
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planned results was hindered by a strategic shift in U.S. Government strategy <strong>and</strong> the mission’s request toprovide humanitarian assistance activities. In September 2009, the U.S. Government’s strategy shiftedtoward greater involvement of <strong>Pakistan</strong>i organizations in implementing U.S. assistance programs. As aresult, the mission began to rethink its strategy of providing the bulk of its program assistance through U.S.-based implementers.As a result of the setbacks <strong>and</strong> shifts in implementation, program funds were not used efficiently. Forexample, according to the implementing partner, it expended $29.2 million in the first 2 years of theprogram; however, only $7.6 million was spent on direct program activities, $2.7 million of that going tohumanitarian assistance activities.Audit of <strong>USAID</strong>/<strong>Pakistan</strong>’s Family Advancement for Life <strong>and</strong> Health Program (<strong>Report</strong> No. 5-391-10-012-P, August 31, 2010)In 2007, <strong>USAID</strong>/<strong>Pakistan</strong> signed a cooperative agreement with the Population Council, a U.S.-basednongovernmental organization, to implement the Family Advancement for Life <strong>and</strong> Health Program(FALAH). FALAH is a 5-year, $60.4 million program intended to increase dem<strong>and</strong> for <strong>and</strong> use of birthspacing <strong>and</strong> family planning services in 26 districts in <strong>Pakistan</strong>. The country has a relatively high rate ofpopulation growth, <strong>and</strong> in 2009 the estimated <strong>Pakistan</strong>i population was about 181 million—the sixth largestin the world.<strong>OIG</strong>’s audit found that FALAH was achieving its main goals. Among its accomplishments were:An increased dem<strong>and</strong> for family planning services. Program implementers provided family planninginformation to more than 2 million men <strong>and</strong> women. In addition, program messages on birth spacing<strong>and</strong> family planning services blanketed the media. Almost 28,000 commercials were aired duringNovember <strong>and</strong> December 2009 alone.Improved family planning services in the public sector. Program implementers placed a team of mastertrainers in each of the 26 program districts. The trainers were expected to support group meetings inthe community <strong>and</strong> help public health-care providers better serve their clients. Fifty-nine percent of allpublic service delivery points in the FALAH districts had trained providers for family planningcounseling <strong>and</strong> services in their facilities. Furthermore, FALAH planned to equip 80 percent of publicservice delivery points in program districts to provide appropriate family planning services by the endof the program.Improved family planning services in the private sector. Improved family planning services in the privatesector were being led by Greenstar Social Marketing, a <strong>Pakistan</strong>i nongovernmental organization. Theprogram hoped to exp<strong>and</strong> the number of Greenstar health-care providers to 1,000 in the program’srural areas. As of December 31, 2009, Greenstar had established 557 new providers <strong>and</strong> completedtraining for more than 4,000 health-care providers overall. Greenstar also conducted meetings atfactories <strong>and</strong> other workplaces to discuss the benefits of birth spacing <strong>and</strong> was operating a nationalhotline serviced by its physicians.94 <strong>USAID</strong> <strong>OIG</strong> <strong>Afghanistan</strong> <strong>and</strong> <strong>Pakistan</strong> <strong>Oversight</strong> <strong>Report</strong>
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