Recommendation Dashboard

USAID/Peru adjust its ProDecentralization Project's remaining work plans to include a civil service law awareness campaign and provide technical assistance on how to implement the law.

USAID/Peru incorporate private sector involvement into the ProDecentralization activities and track them accordingly.

USAID's Chief Financial Officer either configure webTA so it prevents employees and supervisors from validating and certifying timesheets that include premium pay hours that have not been submitted and approved in accordance with webTA procedures and document the results or document the acceptance of the risk of not doing so.

USAID's Chief Financial Officer conduct a documented review of the 151 pay provider validation rules in webTA; make a written
determination on which rules apply to Agency operations, and based on that, document an approved webTA baseline set of controls.

USAID's Chief Information Officer, through the cognizant contracting officer, modify the written webTA contract to require the webTA vendor to provide detailed explanations of each pay provider validation rule, including the impact of each on the submission and approval of requests and the validation and approval of timesheets.

USAID's Chief Financial Officer coordinate with the Chief Human Capital Officer and the Chief Information Officer to designate in writing a responsible office for developing and enforcing premium pay policies and procedures, and update USAID's Automated Directives System 472 and 626, including mandatory internal references, accordingly.

USAID/Cote d'Ivoire, in coordination with USAID/West Africa's Regional Assistance and Acquisition Office, sign Modification 3 after verifying that it includes updated plans and a revised budget for construction activities.

USAID/Cote d'Ivoire document its intention to award the American Institutes for Research a no-cost extension to allow sufficient time to complete planned construction activities. If approved, the extension should require the American Institutes for Research to develop and implement a mission-approved schedule for construction.

USAID/Cote d'Ivoire, in coordination with the American Institutes for Research and the Ministry of Education, implement a memorandum of understanding to establish roles and responsibilities that aligns with the cooperative agreement.

USAID/Cote d'Ivoire, in coordination with USAID/West Africa's Regional Financial Management Office, review and document program disbursements as of June 30, 2014, and confirm that the implementer used funds appropriately.

USAID/Cote d'Ivoire train its staff to use PhoenixViewer to monitor payments to the implementer.

USAID/Cote d'Ivoire implement procedures to provide financial oversight of the program. These procedures should include verifying that the American Institutes for Research submits quarterly federal financial reports as required and that the agreement officer's representative compares these reports to the Agency's online financial reporting system.

USAID/Colombia document and implement a plan of action, with milestones, for the remainder of the program, to address the land titling plans that were submitted to the Colombian Government for approval.

USAID/Colombia determine the allowability of
$2,086,829 in ineligible questioned costs for subawards that were not competed, and recover from ACDI/VOCA any amounts deemed unallowable.

USAID/Colombia review all subawards issued by the Afro-Colombian and Indigenous Program that were awarded without competition and determine whether an adequate justification for exception to competition exists, take remedial action, including recovering any costs deemed unallowable, and document the results.

USAID/Colombia issue a written notice to ACDI/VOCA of its responsibilities related to competition, and document any exceptions to competition.

USAID/Colombia instruct ACDI/VOCA in writing to provide proper documentation supporting training lasting more than 1 day to USAID.

USAID/Colombia determine whether the midterm evaluation should be conducted as planned, make changes if appropriate, and document the results.

USAID/Pakistan work with the Sindh government to implement a written contingency plan engaging the Jacobabad Institute's board of governors to protect the U.S. Government-provided medical equipment and furniture after installation.

USAID/Pakistan consult and collaborate with the Sindh government to implement a written strategy for the long-term sustainability of the Jacobabad Institute of Medical Sciences.

USAID/Pakistan consult with the Karachi Medical Center's management to implement a written plan to identify and address construction and workmanship deficiencies.

USAID/Pakistan inspect the Jacobabad Institute of Medical Sciences before its construction warranty period expires, and document and address the inspection findings.

USAID/Pakistan hire an independent electrical engineer to determine whether the primary and backup power systems meet the needs of the Jacobabad Institute of Medical Sciences and document the findings. Subsequently, USAID/Pakistan should take appropriate action to address the findings.

USAID/Pakistan determine the allowability of and recover from CDM Constructors Inc., as appropriate, ineligible questioned costs of $1.6 million.

USAID/Pakistan implement written procedures for its staff to determine and use correct exchange rates for local contracts priced in Pakistani rupees and billed in U.S. dollars.

USAID/Pakistan implement written procedures for its Islamabad Office of Acquisition and Assistance to verify that independent government cost estimates have been prepared.

USAID/Honduras implement a plan to complete the baseline survey and collect relevant data before follow-on Feed the Future projects start or require the implementer to collect data during the first 6 months of the project to establish realistic targets and document their decision.

USAID/Honduras review and evaluate Fintrac Inc.'s work plans to determine whether to adjust indicator targets and or the fixed fee, and document its justifications.

USAID/Honduras implement a plan of action for acquiring permanent license plates for all vehicles before the follow-on projects start.

USAID/Honduras assess and document whether to implement additional indicators and targets to measure the project's impact on increasing beneficiaries' incomes and assets as part of the follow-on awards for Feed the Future and implement if appropriate.

USAID/Honduras incorporate into the follow on
awards a procedure to assess the project's effectiveness in building the capacity of local nongovernment organizations.

USAID/Honduras evaluate and document whether to include the leveraging of private-sector funds as a requirement, and develop an indicator and target to measure the project's success in achieving this requirement as part of its follow-on awards.

USAID/Honduras incorporate into its follow-on
awards for Feed the Future projects the requirement that implementers submit a
security plan and budget for security-related personnel and equipment to USAID for review and approval.

USAID/Honduras provide full context of Fintrac Inc.'s performance, specifically on the outcome indicators, in the remainder of its ratings.

USAID/Indonesia direct Development Alternatives Inc. to work with community organizations to implement a schedule for sludge removal to maximize the use of the equipment, and establish a fee structure and compensation plan for machine operators.

USAID/Indonesia work with Development Alternatives Inc. to implement a plan that will expedite activities associated with construction of the sewer system.

USAID/Indonesia work with Development Alternatives Inc. to coordinate its activities with local government institutions and other donors in areas with similar projects, and document the results.

USAID/Indonesia conduct and document a data quality assessment of the project's performance indicators.

USAID/Indonesia instruct Development Alternatives Inc. to provide and document training to its staff on how to enter project information into its database.

USAID/Indonesia approve the microfinance action plan lowering the targeted number of low-income households with access to microfinance loans.

We recommend that the Millennium Challenge Corporation's Director of Security (1) verify that the board meeting minutes from September 2011 to September 2013 are marked properly and provide the results of the verification to OIG,
(2) include instructions on how to correctly mark derivative classification documents in Millennium Challenge Corporation mandatory training courses, and (3) verify compliance with marking requirements in annual self-inspection reports.

Include instructions on how to correctly mark derivative classification documents in Millennium Challenge Corporation mandatory training courses,

(3). Verify compliance with marking requirements in annual self-inspection reports.

We recommend that the Millennium Challenge Corporation's Director of Security document that all original classification authorities have completed required training or obtained waivers.

We recommend that the Millennium Challenge Corporation's Director of Security establish formal guidance that requires documentation of completion of Executive Order 13526 training requirements for all employees, including original
classification authorities.

We recommend that the Millennium Challenge Corporation's Director of Security update the Procedures for MCC Private Sector Board Members and Plus Ones for Storing Confidential Information in GSA-approved safes or submit alternative measures to the Information Security Oversight Office, as required.

USAID/Haiti implement procedures to use Standard Form 1190 for all allowances as required by the Department of State Standard Regulation.

USAID/Haiti implement procedures to verify employees' and their dependents' eligibility for all cost-of-living allowances.

USAID/Haiti implement a plan to improve communication between USAID/Haiti and USAID/Dominican Republic to prevent funds control violations and obtain proper documentation for approval of allowances.

USAID/Haiti determine and document options for calculating the separate maintenance allowance electronically.

USAID/Haiti implement a plan to monitor and verify that post allowance rates are updated accurately and in a timely manner in the system to avoid calculation errors.

USAID/Haiti collaborate with USAID/Dominican Republic to identify areas and opportunities for increased data verification and improved management oversight over the application, authorization, and payment of the cost-of-living allowances, and document these results.

USAID/Haiti review cost-of-living allowances
determine any amounts unallowable, and recover those amounts deemed unallowable.

USAID/Haiti implement a system that meets the Agency's record management policy to obtain and store necessary data accurately to track and manage cost-of-living allowances at post.

USAID/Haiti provide and document training on allowance regulations to mission staff involved in approving and paying allowances.

USAID/Haiti document in a mission order the allowance process and the roles and responsibilities of those involved with managing the cost-of-living allowances.

USAID/Haiti implement a plan to educate incoming employees on available allowances and how to make a claim.

USAID's Office of the Chief Financial Officer continue the reconciliation effort to investigate and resolve unreconciled differences and monitor and report the results to ensure that the balances in the general ledger and subsidiary ledger are consistently in agreement.

USAID's Office of the Chief Financial Officer consult with the U.S. Treasury to obtain advice and approval for resolving unreconciled funds.

USAID's Office of the Chief Financial Officer coordinate with the Director of the Office of Acquisition and Assistance to periodically investigate unliquidated obligations, especially those that make up the $47 million with no activity since they were established, and deobligate as necessary.

USAID's Office of the Chief Financial Officer establish procedures to periodically research and take appropriate action on advances outstanding for more than 150 days.

USAID's Office of the Chief Financial Officer investigate the negative unliquidated advances and determine whether they should be refunded to USAID.

USAID's Chief Human Capital Officer perform periodic reviews of employees' eOPF to ensure that employee benefit elections are current and properly recorded.

USAID's Office of the Chief Financial Officer reconfigure its financial management system to account for reimbursable agreements in accordance with Federal Generally Accepted Accounting Principles, and in consultation with appropriate stakeholders, develop and implement improved processes to account for reimbursable agreements.