Recommendation Dashboard

USAID/Office of Transition Initiatives implement a plan to measure and report progress made toward achieving program goals for the remainder of the program.

USAID/Office of Transition Initiatives require
Chemonics International to update its implementation plans for the remainder of the
program to include estimated timelines for each phase of an activity for development, implementation, and closeout.

USAID/Office of Transition Initiatives coordinate with USAID/Haiti to conduct and document results of data quality assessments for the indicators that USAID's Office of Transition Initiatives reports on for the mission's operational plan and performance report.

USAID/Office of Transition Initiatives incorporate plans to engage communities when developing activities so that they will take ownership and sustain the efforts.

USAID/Office of Transition Initiatives require
Chemonics International to implement communications plans for ongoing and new activities to increase the local population's awareness of the activities and how they will
benefit the community.

USAID/Office of Transition Initiatives implement processes to assess short-term technical assistance with grantees periodically throughout the grant cycle.

USAID/Office of Transition Initiatives review
the existing environmental documentation of current and planned activities for compliance with environmental review requirements, and document the results of the review.

USAID/Office of Transition Initiatives require
Chemonics to complete environmental reviews before implementing activities.

USAID/Afghanistan issue a mission order on project monitoring overall and specifically on on-site monitoring.

USAID/Afghanistan issue a mission order on the design, implementation, and monitoring of on-budget assistance.

USAID/Afghanistan direct mission staff members to resources that will assist them in providing guidance to implementing partners on the development of effective project performance management plans and reviewing project performance management plans.

USAID/Afghanistan complete and approve the performance management plan for the Land Reform in Afghanistan Project.

USAID/Afghanistan notify its staff of the continuous learning requirements for agreement and contracting officer representatives and the means available for meeting those requirements.

USAID/Afghanistan require that mission offices verify that employees have met the mandated continuous learning requirement for agreement and contracting officer representatives before nominating them to serve in those positions and communicate employees' certification status when nominating them to serve as agreement and contracting officer representatives.

USAID/Afghanistan determine whether all partners with ongoing projects are reporting performance data in Afghan Info and require any partners not reporting in Afghan Info to do so.

USAID/Afghanistan provide its implementing partner on the Southern Region Agriculture Development Program with training on Afghan Info, verify that the partner has appropriate access to the system, and verify that the partner uses the system to report performance data.

USAID/Afghanistan require Government of Afghanistan ministry recipients of on-budget assistance to report their performance data in Afghan Info and verify that they are doing so.

USAID/Afghanistan issue written instructions to agreement and contracting officers' representatives to verify data reported by implementing partners.

USAID/Peru require Chemonics to adjust its budget and prepare a realistic second-year work plan.

USAID/Peru implement a new plan for achieving sustainability for Cordillera Azul National Park, discontinue USAID funding to the park, or perform a cost-benefit analysis to justify additional USAID support absent a plan for long-term sustainability.

USAID/Peru include in the 2012 performance plan and report indicators that more completely measure the achievements of USAID/Peru's environmental program.

USAID/Peru implement a performance management plan that includes indicators to track its environmental activities.

USAID/Peru issue a letter to USAID's Bureau of Policy, Planning and Learning requesting approval of the Peru country development cooperation strategy.

USAID/Peru perform data quality assessments in accordance with USAID requirements and document the results.

USAID/Peru provide training to agreement and contracting officers' representatives about the importance of establishing and maintaining files for projects in accordance with USAID guidance and relevant mission orders.

USAID/Peru require its partners to verify that
training information is entered into Training Results and Information Network as required by the Automated Directives System.

USAID/Peru work with the U.S. Forest Service and Chemonics to develop performance management plans that meet Automated Directives System requirements and approve them.

USAID/Peru evaluate the Peru Forest Sector Initiative and the project for the Cordillera Azul National Park and document the results.

USAID/Peru ask Chemonics to improve its Internet-based management information systems to improve project management.

USAID/Peru determine which USAIDfunded assets under its Peru Forest Sector Initiative and Cordillera Azul National Park awards are unmarked and mark them or execute waivers as appropriate.

USAID/Peru provide branding and marking instructions and guidance to the Peru Forest Sector Initiative partner.

Office of Acquisition and Assistance conduct a feasibility review of alternative closeout actions to improve the timeliness of award closeout based on guidance issued by the Office of Federal Procurement Policy and other best practices, and document the results.

USAID's Management Bureau implement a plan to prioritize conducting incurred cost audits.

Office of Acquisition and Assistance reduce the backlog of incurred costs audits awaiting closeout by implementing a plan to contract with certified public accounting firms to supplement the Defense Contract Audit Agency's efforts to perform incurred cost audits when feasible.

Office of Acquisition and Assistance document actions to enforce procedures for agreement and contracting officer's representatives to conduct adequate reviews of excess and unneeded funds prior to the closeout process.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, develop written procedures to ensure contract files are updated in accordance with the Federal Acquisition Regulation to provide a complete history of contract transactions.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, develop written requirements to require a cross reference from the hardcopy contract files to its electronic document repository.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, emphasize in writing that contracting officer's representatives are primarily responsible for the monitoring performance and progress of their assigned contracts.

USAID/Mexico's Justice and Citizen Security Office issue a directive to Management Systems International to implement a process to capture data and report only the number of people completing the training course who met the attendance criteria.

USAID/Mexico's Justice and Citizen Security Office implement a verification process to confirm that the information entered and reported by Management Systems International in USAID's Training Results and Information Network is accurate.

USAID/Mexico Justice and Citizen Security Office work with Management Systems International to determine and document how the training database will be retained at the end of the program and what training information could be provided to state officials for their records.

USAID/Caucasus implement comprehensive internal policies, procedures, checklists, and reporting mechanisms that technical staff must use when monitoring infrastructure projects.

USAID/Caucasus consult with USAID's Bureau for Global Health and the Centers for Disease Control and Prevention in writing to verify whether the rehabilitation work performed in the infectious diseases departments meets guidelines and take appropriate actions if not done according to guidelines.

USAID/Pakistan implement a coordinated action plan with Water and Power Development Authority for the timely completion of the dam.

USAID/Kosovo develop a mission policy on the generation of municipal own source revenue and implement this policy in its work with municipalities in programs in the Economic Growth and Democracy and Governance Offices.

USAID/Kosovo reevaluate the feasibility of implementing activities under the More Transparent Tenders component of the Business Enabling Environment Program. If a decision is made to not implement these activities, we recommend that USAID/Kosovo modify Chemonics International Inc.'s task order by removing this component from the scope of work and reducing the ceiling price by $800,000, the amount of funds dedicated to this component.

USAID/Kosovo modify the statement of work for the New Opportunities in Agriculture project to reflect the decision to refocus the goal of the project to supporting import substitution.

USAID/Kosovo work with Tetra Tech ARD to revise, as appropriate, the target for the performance indicator for the Total value of exports as a result of USG assistance to better reflect the decision to focus the New Opportunities for Agriculture project on supporting import substitution.

USAID/Kosovo work with Tetra Tech ARD to develop and implement a plan that encourages the targeting of project interventions that focus on increasing gender and minority inclusion under the New Opportunities for Agriculture project.

USAID/Kosovo work with Tetra Tech ARD to develop procedures to strengthen the New Opportunities for Agriculture monitoring and evaluation system so that it adequately measures the results of gender and minority inclusion in its activities.

USAID/Kosovo work with Chemonics International Inc. to establish a performance indicator and corresponding target to measure the progress of its activities designed to lower trade barriers under the Business Enabling Environment Program.

USAID/Kosovo work with Tetra Tech ARD to establish a performance indicator and corresponding target to measure the change in rural incomes as a result of activities under the New Opportunities for Agriculture project. If a proxy indicator is deemed appropriate, we recommend that USAID/Kosovo work with Tetra Tech ARD to adequately document the assumptions supporting the choice of indicator and the methodology for its collection in the New Opportunities for Agriculture project performance management plan.

USAID/Kosovo work with Chemonics International Inc. to determine a realistic, yet achievable, target for the performance indicator Number of requests by businesses and citizens for their own credit reports under the Business Enabling Environment Program.

USAID/Kosovo work with Tetra Tech ARD to streamline the performance management plan for the New Opportunities for Agriculture project by determining those performance indicators that best fit the criteria defined in ADS 203.3.4.2 and eliminating those performance indicators that demonstrate little usefulness for project management.

USAID/Kosovo develop and implement procedures to verify that the performance results reported by its implementing partners are reasonably accurate, complete, reliable, and adequately supported.

USAID/Kosovo work with Chemonics International Inc. and Tetra Tech ARD to develop and implement procedures to verify that the data collection and analysis methodologies used to report results of its activities under the Business Enabling Environment Program and New Opportunities for Agriculture project are consistent with those outlined in the projects' performance management plans.

USAID/Kosovo work with Tetra Tech ARD to revise, as necessary, the methodologies used for the collection and analysis of data so that reported results under the New Opportunities for Agriculture project are reliable and comparable across reporting periods.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement a monitoring plan to confirm implementation of the subgranting process.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement detailed guidelines, policies, and procedures on how to address potential victims of human trafficking.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement a plan for training community animators on human trafficking issues.

USAID/Barbados assist the Caribbean HIV/AIDS Alliance in implementing a revised sustainability plan for the Eastern Caribbean Community Action Plan II that includes specific strategies to confirm sustainable results.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement a plan to verify reported data.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement a plan to track and report all commodities received and provided to each country program office.

USAID/Barbados direct the Caribbean HIV/AIDS Alliance to report as separate indicators the number of condoms distributed free and the number of those that were sold.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to implement a commodities distribution plan that is consistent with the demands or needs of the countries to avoid significant surpluses at the project's end.

USAID/Barbados direct the Caribbean HIV/AIDS Alliance to clearly define and document what constitutes a repeat client, and based on the definition, adjust targets accordingly.

USAID/Barbados require the Caribbean HIV/AIDS Alliance to prepare and document yearly budgets by country, and track and report expenditures by country and compare it to the budgets.

USAID/Barbados work with the Caribbean HIV/AIDS Alliance to correct the internal control deficiencies identified by properly storing the data backups and to resolve the problems related to the bank accounts in all country program offices to allow the receiving and transferring of funds to and from the Caribbean HIV/AIDS Alliance's regional office and the country program offices, and document the results.

USAID/Barbados implement a plan to confirm that advances are processed in a timely manner and made for only one month at a time and that reimbursements are made only if unliquidated advance balances have been cleared.