Recommendation Dashboard

USAID/East Africa implement a plan to provide supervisory oversight to contracting officer's representatives in charge of managing its monitoring programs in Somalia.

USAID/East Africa train the staff responsible for managing its Somalia programs about the monitoring and evaluation resources available to them.

USAID/East Africa obtain written acknowledgement from International Business and Technical Consultants Inc. that all deliverables are understood during the implementation of monitoring and evaluation activities under the Somalia Program Support Services award.

USAID/East Africa give International Business & Technical Consultants Inc. a written outline of its management structure to ensure familiarity.

USAID/East Africa identify a contracting officer's representative for the Somalia Program Support Services award who has, or can be taught, the skills needed to manage the program
effectively.

USAID/East Africa implement a monitoring plan that includes reviews of award deliverables to confirm that International Business & Technical Consultants Inc. is meeting its deliverables
under Somalia Program Support Services.

USAID/East Africa offer training to USAID staff to boost awareness, participation, and cohesiveness between USAID staff managing programs in Somalia and the Somalia Program Support Services award.

USAID/East Africa define standard operating procedures for the use of the clearinghouse, which includes roles, responsibilities, and time frames.

USAID/East Africa develop and issue a mission order that is relevant to monitoring needs for programming in Somalia.

USAID/East Africa work with International Business & Technical Consultants Inc. to evaluate possible conflicts of interest caused by subcontractor relationships and document its resolution of those conflicts.

USAID/Mozambique determine whether a portion of the fixed fee for activities not started or completed under the AgriFUTURO contract should be withheld from payment to Abt Associates Inc.

USAID/Mozambique determine the allowability of $141,183 in ineligible questioned costs arising from missing or stolen equipment and recover any amounts determined to be unallowable.

USAID/Mozambique's Office of Agriculture, Trade, and Business implement tools, such as project management software, that identify key milestones and deadlines to improve its portfolio management.

USAID/Mozambique determine the allowability of $214,353 in ineligible questioned costs and recover from Development Alternatives Inc. the amount determined to be unallowable.

USAID/Mozambique's Office of Agriculture, Trade, and Business, in coordination with its contracting officer, prepare a schedule of
overdue contractor performance assessments and those that must be done within the next year, and make sure they are completed in accordance with federal requirements.

USAID/Mozambique's Office of Agriculture, Trade, and Business, in coordination with the contracting officer, institute an effective
control, such as including a review of contracting officer's representatives' files as part of the annual Federal Managers' Financial Integrity Act of 1982 review, to make sure that
files are complete in accordance with administrative requirements.

USAID/Mozambique's Office of Agriculture, Trade, and Business institute a control to make sure that responsible staff actively monitor the implementation of branding and marking plans for its projects.

USAID/Mozambique's Office of Agriculture, Trade, and Business ask the agreement officer's representative for PARTI to make a determination about branding requirements for USAID's agricultural research projects supported by its public international organization agreement and disseminate appropriate branding guidance to all participating USAID missions.

USAID/India work with Public Health Foundation of India to conduct a feasibility assessment of all project activities to determine whether the project will meet its goal and, based on the results, amend the cooperative agreement to implement only those activities that are achievable.

USAID/India implement a plan to build the Public Health Foundation of India's capacity to submit comprehensive implementation plans and progress reports for the project that meet the requirements stated in the cooperative agreement.

USAID/India require Public Health Foundation of India to implement a gender monitoring plan, along with gender-sensitive performance indicators, to measure the impact project activities have on gender equality, as stated in the cooperative agreement.

USAID/India require the agreement officer's representative to track all the project's deliverables to validate whether the Public Health Foundation of India complies with all requirements stated in the cooperative agreement.

USAID/India require Public Health Foundation of India to implement an action plan to strengthen its monitoring and evaluation staffing in its field and head offices.

USAID/India conduct a comprehensive data quality assessment on the project to verify its data integrity at Public Health Foundation of India's field office as well as at its head office.

USAID/India require the Public Health Foundation of India to implement a transition plan for the project that includes a comprehensive assessment of all technical support units and state AIDS control societies in the eight focus states and their capacity and readiness for integration.

USAID/India update its April 5, 1999, mission order on management controls and annual FMFIA reviews to include a policy prohibiting the use of any other resources as the replacement for the annual risk assessment of its operations and programs as required by Federal Manager Financial Integrity Act and stated in Office of Management and Budget Circular A-123.

The Overseas Private Investment Corporation's Chief Information Officer implement a documented process for periodically reviewing service accounts to determine whether accounts are necessary, and disable accounts no longer required.

The Overseas Private Investment Corporation's Chief Information Security Officer implement a documented process for verifying that all personnel receive security and privacy training annually, and document the results.

The Overseas Private Investment Corporation's Chief Information Security Officer develop and implement documented, role-based information technology and security training for personnel.

The Overseas Private Investment Corporation's Chief Information Officer obtain and implement a memorandum of understanding for its Oracle E-Business Suite System.

The Overseas Private Investment Corporation's Chief Information Officer obtain and implement a documented interconnection security agreement for its Oracle E-Business Suite System.

The Overseas Private Investment Corporation's Chief Information Officer implement multifactor authentication for network user accounts and document the results. If management determines that using such controls is not feasible, document that decision formally and implement mitigating controls.

The Overseas Private Investment Corporation's Chief Information Officer document a risk assessment for OPIC Insight.

The Overseas Private Investment Corporation's Chief Information Officer document a system security plan for OPIC Insight.

The Overseas Private Investment Corporation's Chief Information Officer complete a security control assessment for OPIC Insight and document the results.

The Overseas Private Investment Corporation's Chief Information Officer document OPIC Insight's authorization to operate based on security assessments and acknowledging any operating risks.

The Overseas Private Investment Corporation require U.S. sponsors to be eligible (take ownership or risk) before it grants project clearance.

The Overseas Private Investment Corporation amend its policy to require policy clearance in advance of board approval.

Inter-American Foundation's Chief Information Officer either remediate vulnerabilities in the network identified by the Office of Inspector General's contractor, as appropriate, and document the results or document acceptance of the risks of those vulnerabilities.

The Inter-American Foundation's Chief Information Officer implement a documented process to validate the completeness of the vulnerability scans to determine whether all applicable vulnerabilities are identified and either remediated or accepted in a timely manner.

The Inter-American Foundation's Chief Information Officer document and implement procedures to review active network accounts that have not logged in over a specified period of time, as defined by the foundation, to determine whether accounts are necessary.

The Inter-American Foundation's Chief Information Officer document and implement a process to review service and administrator accounts to determine whether passwords are changed within defined periods.

The Inter-American Foundation's Chief Information Officer update and implement the Information System Security Program Standard Operating Procedures to reflect NIST Special Publication 800-53, Revision 4, Security and Privacy Controls for Federal Information Systems and Organizations.

The Inter-American Foundation's Chief Information Officer implement a documented process to review and update the IAF Enterprise Network and Software Applications System Security Plan annually. At a minimum, this should include a determination whether the security requirements and controls for the system are documented adequately and reflect the current information system environment.

The Inter-American Foundation's Chief Information Officer implement multi-factor authentication with one factor separate from the system gaining access for the foundation's use of Google Mail.

The Inter-American Foundation's Chief Information Officer implement monitoring controls of humidity levels in the computer room and document the results.

The Inter-American Foundation's Chief Information Officer update the privacy notice on the foundation's public Web site to include: The choices, if any, individuals may have regarding how the organization uses personally identifiable information (PII) and the consequences of exercising or not exercising those choices. The ability to access and have PII amended or corrected if necessary. PII the organization collects and the purpose(s) for which it collects that information; How the organization uses PII internally. Whether the organization shares PII with external entities, the categories of those entities, and the purposes for such sharing. Whether individuals have the ability to consent to specific uses or sharing of PII and how to exercise any such consent. How individuals may obtain access to PII and how the PII will be protected.

USAID's Bureau for Policy, Planning, and Learning instruct operating units in writing to follow the standardized template for mission orders on evaluation, use the specified forms for revising evaluation data between their initial and final submissions to the performance plan and report, and institute a review process at the operating unit to verify that annual submissions to the report are complete and accurate.

USAID's Bureau for Policy, Planning, and Learning determine whether the 3 percent provision is realistic for all operating units, and, if not, amend the evaluation policy and Automated Directives System to provide greater flexibility.

USAID's Bureau for Policy, Planning, and Learning provide written guidance to operating units about maintaining documentation on calculations and amounts spent on evaluations and deviations from the evaluation policy and Automated Directives System.

USAID's Bureau for Policy, Planning, and Learning determine the intent of the "large project" requirement, and if applicable, make changes in the evaluation policy and Automated Directives System.

USAID's Bureau for Policy, Planning, and Learning provide written guidance to missions on creating and maintaining records of their analysis and calculation of large projects.

USAID's Bureau for Policy, Planning, and Learning implement an online tutorial on the main differences between impact and performance evaluations, and make it available to all Agency employees.

USAID's Bureau for Policy, Planning, and Learning add a requirement to the evaluation policy and Automated Directives System that missions document the impact evaluations they plan for each development objective or an explanation of why one is not feasible.

USAID's Bureau for Policy, Planning, and Learning reiterate in writing that all external evaluations should include a statement of work as an annex.

USAID's Bureau for Policy, Planning, and Learning amend its evaluation policy and Automated Directives System to require that evaluation points of contact for each operating unit submit the start and release dates for the evaluation online to USAID's Development Experience Clearinghouse Web site within 30 days after the start of an evaluation.

USAID's Bureau for Policy, Planning, and Learning amend its evaluation policy and Automated Directives System to delete the requirement to submit draft evaluation reports to USAID's Development Experience Clearinghouse.

USAID/Burma prepare a written assessment of the sustainability and sufficiency of water, sanitation, and hygiene activities implemented in the first 2 years, and take corrective actions as necessary to increase access to safe water.

USAID/Burma issue written work-around procedures to mitigate risks from state.gov e-mail rejections.

USAID/Burma implement a plan to increase the number of sites visited and the frequency of visits for the Shae Thot Program.

USAID/Southern Africa develop indicators to
measure the effectiveness of its local solutions activities.

USAID/Southern Africa document its local solutions strategy and distribute it to staff and local partners.

USAID/Bangladesh require Pathfinder International to develop and implement a comprehensive sustainability plan, which includes other methods to raise program income beyond the 40 percent cost-recovery rate.

USAID/Bangladesh develop and implement procedures to ensure that nongovernment organizations' requests to use program income to expand clinic services are submitted, reviewed, and approved in a timely manner.

USAID/Bangladesh require Pathfinder International to determine how many other clinics have not paid their staff salaries on time, implement a plan to verify that nongovernmental organizations' program income funds are readily available to pay project expenses, and establish procedures to have nongovernmental organizations pay salaries on time.

USAID/Bangladesh establish a procedure for timely reviews and approvals of annual project budgets.

USAID/Bangladesh require Pathfinder International to work with the nongovernmental organization grantees to review the training model and implement a plan to address training needs of clinic employees.

USAID/Bangladesh require Pathfinder International to review the management information system and data processing procedures it developed for the project to verify that the system addresses user needs.

USAID/Bangladesh require Pathfinder International to set a deadline to complete the translation of the revised Surjer Hashi Management Guideline to Bangla and provide copies to all clinics.

USAID/Bangladesh require Pathfinder International to check whether clinics are using the revised Surjer Hashi Management Guideline and to incorporate this task into its monitoring process.

USAID/Bangladesh require Pathfinder International to provide training to clinics on the updated sections of Surjer Hashi Management Guideline and emphasize the importance of using the guideline.