Recommendation Dashboard

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.

USAID/Eastern and Southern Caribbean update its staffing plan to provide enough agreement and contract officer's representatives to oversee all projects in the region.

USAID/Eastern and Southern Caribbean instruct implementing partners to establish targets for all of the projects' performance indicators and periodically report progress on them.

USAID/Eastern and Southern Caribbean complete all data quality assessments for four projects: Reforms to the OECS Juvenile Justice System; Youth Development and Juvenile Justice in Suriname; Strengthening Second Chance Education in the Eastern Caribbean, and Skills and Knowledge for Youth Employment in Guyana.

USAID/Eastern and Southern Caribbean instruct implementing partners in writing to disaggregate data according to the requirements in their agreements.

USAID/Eastern and Southern Caribbean instruct all implementing partners in writing to comply with USAID's branding and marking requirements.

USAID/Eastern and Southern Caribbean update its regional development cooperation strategy to include Caribbean Basin Security Initiative indicators and activities; performance indicators to track reductions in crime and violence, school dropout rates, and unemployment; all planned activities; and activities being implemented in Guyana.

USAID/Eastern and Southern Caribbean update its mission-wide performance management plan to include key indicators, baseline data, and targets in the updated regional development cooperation strategy.

USAID/Eastern and Southern Caribbean complete project monitoring and evaluation plans that include project indicators and targets to measure progress on and align with the strategy and the mission-wide performance management plan.

USAID/Eastern and Southern Caribbean require the Organization of Eastern Caribbean States to submit a monitoring and evaluation plan for Reforms to the OECS Juvenile Justice System.

USAID/Eastern and Southern Caribbean reevaluate its project in Suriname; implement a plan to phase it out, if deemed appropriate; and invest the remaining funding in countries where it would have greater impact.

USAID/Eastern and Southern Caribbean incorporate counter-trafficking-in-persons requirements in the mission's regional development cooperation strategy.

USAID/Eastern Southern Caribbean provide counter-trafficking-in-persons training to its staff and disseminate the USAID field guide to all implementing partners.

USAID/Eastern and Southern Caribbean determine the total hours of participant training conducted for each of the projects and enter the data into the Training Results and Information Network in accordance with Automated Directives System 253.3.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, issue guidance for the Millennium Challenge Corporation and Millennium Challenge Account entities on market outreach, including planning and documentary requirements.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, issue guidance on the process, roles, and responsibilities of all Millennium Challenge Corporation and Millennium Challenge Account officials involved in developing Millennium Challenge Account terms of reference.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, implement measures to enforce the use of the Contractor Past Performance Reporting System by Millennium Challenge Accounts.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, issue formal quality assurance guidance for due diligence during compact development.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, direct the Millennium Challenge Account-Moldova to document and implement a plan for improving the viability of the water user associations.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, issue guidance on the appropriate use and approval of administrative funds by resident country officials.

USAID/Macedonia collaborate with the implementing partner to develop a sustainability strategy.

USAID/Macedonia reassess whether the project's grants awarded to nongovernmental organizations are sustainable, and if not, require a sustainable approach before approving any further subawards.

USAID/Macedonia require the implementing partner to revise memorandums of understanding as necessary to incorporate elements of the sustainability strategy.

USAID/Macedonia require the implementing partner to sign a memorandum of understanding with the Municipality of Strumica.

USAID/Macedonia notify mission staff in writing to monitor and communicate progress on project deliverables.

USAID/Macedonia instruct the implementing partner in writing to fulfill its responsibility to identify leveraging sources and report on them quarterly.

USAID/Macedonia work with the implementing partner to implement a plan to meet the agreed-on leverage amount.

USAID/Macedonia develop a mission-wide performance management plan.

USAID/Macedonia update its monitoring and evaluation mission order to reflect Automated Directives System requirements and clarify staff members' proper roles and responsibilities in clearing and approving project monitoring and evaluation plans and indicators.

USAID/Macedonia require the implementing partner in writing to revise the project's monitoring and evaluation plan to meet Automated Directives System requirements to include all project objectives and career service network components that contribute to the project.

USAID/Macedonia reevaluate whether all the project's performance indicators meet indicator criteria, and revise them if needed, documenting the results accordingly.

USAID/Macedonia instruct the implementing partner in writing to adhere to the project's monitoring requirements for reporting disaggregated data.

USAID/Macedonia determine in writing whether a midterm evaluation is still necessary. If it is not, document the determination and have the agreement officer modify the agreement accordingly.

USAID/Macedonia notify its staff in writing that they and implementing partners must meet all terms and conditions of agreements and contracts unless the agreement officer modifies the agreement.

We recommend that the Millennium Challenge Corporation's Deputy Chief
Financial Officer revise the written budget policy and procedures to account for the change from line item budgeting to project budgeting.

We recommend that the Millennium Challenge Corporation's Chief Information Officer work with the Acquisitions/Contracting Office to develop and implement a written process to monitor projects requiring earned value management in accordance with Millennium Challenge Corporation policies and procedures, including identifying those projects and determining their earned value.

We recommend that the Millennium Challenge Corporation's Chief Information Officer develop and implement a written process to document project charters
consistently.

We recommend that the Millennium Challenge Corporation's Chief Information Officer develop and implement a written process to consistently develop, store, and organize project management artifacts on the corporation's Project Management Central Web site.

We recommend that the Millennium Challenge Corporations Chief Information Officer finalize and implement the written systems development life cycle plan to address the corporation's agile methodology, including the justification for any deliverables or requirements that are not deemed applicable or critical to the project.

We recommend that the Millennium Challenge Corporation's Chief Information Officer develop and implement a written process to monitor whether the
corporation's systems development life cycle methodology is followed.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, design and implement a written process to monitor compliance with the requirement for program offices to complete, submit, and obtain approval for acquisition plans.

USAID/Haiti and the Pan American Development Foundation identify and focus on activities that will have the most impact in the time remaining on the program.

USAID/Haiti determine the number of jobs the program can realistically generate given the available resources, and update its target accordingly.

USAID/Haiti conduct a performance evaluation of the program to determine program impact, and evaluate the potential for investments in small and medium-sized enterprises.

USAID/Haiti document outstanding issues noted in portfolio reviews, and implement a mechanism to resolve them.

USAID/Haiti evaluate the performance indicators, revise definitions to eliminate ambiguity, and document the results.

USAID/Haiti and Pan American Development Foundation identify and document opportunities for engaging with the chambers of commerce in Cap-Haitien and St. Marc in providing business advisory services.

USAID/Haiti and Pan American Development Foundation develop strategies for diaspora engagement and incorporate activities under the remittances program.

USAID/Haiti require the implementer to correct the deficiency in its system for tracking cost-sharing contributions.

USAID/Haiti require the implementer to catch up on its cost-share contributions so that it meets its full cost share by the program's end.