Recommendation Dashboard

The Center of Excellence on Democracy, Human Rights, and Governance, in coordination with regional bureau counter-trafficking in persons advisers and missions, define coordinators' specific responsibilities, and communicate them in writing to all mission directors and coordinators.

The Center of Excellence on Democracy, Human Rights, and Governance provide written instructions to coordinators on how to carry out the requirements in the implementing guidance for the code of conduct.

The Center of Excellence on Democracy, Human Rights, and Governance determine mission coordinators' training needs and implement a training plan that addresses them.

The Center of Excellence on Democracy, Human Rights, and Governance, in close collaboration with bureau counter-trafficking in persons advisers and contacts, provide to mission coordinators, technical officers, and other staff available tools on integrating programs and conducting impact evaluations, and document having done so.

The Center of Excellence on Democracy, Human Rights, and Governance, in close collaboration with bureau counter-trafficking in persons advisers and contacts and gender advisers, determine the viability of using alternative methods to implement the policy, and document the results.

The Center of Excellence on Democracy, Human Rights, and Governance determine the benefits of conducting briefings for mission directors and program staff to obtain their support, increase their awareness, and emphasize critical aspects of the policy, and document the results.

The Center of Excellence on Democracy, Human Rights, and Governance determine its information needs, and in close collaboration with Policy, Planning, and Learning, ask the Streamlining Governance Committee about the applicability of the limit on data calls, and document the results.

If the Streamlining Governance Committee does not allow the data calls, the Center of Excellence on Democracy, Human Rights, and Governance, in close collaboration with Policy, Planning, and Learning, devise alternative methods for obtaining the information it needs from missions to monitor implementation of the policy. This includes soliciting input from the Streamlining Governance Committee on whether regional bureau C-TIP advisers and mission coordinators can provide data, and documenting the results.

The Center of Excellence on Democracy, Human Rights, and Governance implement a documented process for identifying, funding, and periodically reassessing critical trafficking in persons challenge countries and conflict and crisis-affected countries.

The Center of Excellence on Democracy, Human Rights, and Governance establish and formalize its priorities and time frames for implementing the Counter-Trafficking in Persons Policy, while considering missions' future activities and needs.

The Center of Excellence on Democracy, Human Rights, and Governance implement a mechanism to share information, tools, and best practices with all missions.

USAID/Guatemala establish tangible targets for its outcome indicators with baselines and time frames for its program development goals in the mission-wide performance monitoring plan, and disseminate guidance in writing to require program awards to link activities to the plan's goals.

USAID/Guatemala implement a schedule for conducting periodic compliance reviews of all site visit documentation.

USAID/Guatemala provide RTI International with written guidance for properly reporting the number of individuals trained in the quarterly reports and Training, Resource, Advocacy, and Information Network, and validate in the next data quality assessment that RTI is reporting the data accurately.

USAID/Guatemala determine the extent of the incorrectly reported training data, and make corrections to Training, Resource, Advocacy, and Information Network and indicator data, and document the results.

USAID/Guatemala either document a plan for complying with environmental responsibilities related to the program's grant with the Tigo or terminate the portion of the grant related to leveraged reconstruction activities. If the mission chooses to terminate the construction portion of the grant, it should obtain and document reasonable assurance that Tigo complied with USAID environmental requirements for the projects completed with Tigo funding under the grant.

USAID/Guatemala draft a statement of work for a final evaluation of the program to include determining whether it is resulting in continued alliance partners' investments to health and education projects in Guatemala and is resulting in sustainable alliance partners.

USAID/Guatemala reevaluate the program's use of water filters to determine whether there is a way to make the project sustainable; if not, discontinue funding the filters and conduct follow-up monitoring to see whether the filters from other grants are being replaced after expiration and document results.

The Director of Office of Management Policy, Budget, and Performance issue written guidance regarding the appropriate use of rapid response funds as part of development awards.

USAID/Guatemala issue to all its implementers the USAID Counter-Trafficking in Persons Field Guide, which includes guidance for reporting suspected cases of trafficking through the Office of Inspector General Hotline.

USADF Chief Information Officer update and implement USADF vulnerability management procedures to address how management reviews the results of scans, and documents and tracks all vulnerabilities identified in scans in a timely manner. If management determines any of the identified vulnerabilities are not applicable to their environment or cannot be fixed for a valid business reason, management should formally document this and retain documentation for future reference.

The USADF Chief Information Officer take appropriate action to address all vulnerabilities identified in our internal vulnerability scan
conducted on July 30, 2013, and properly document the results.

USADF Chief Information Officer update and implement patch management procedures to ensure all available patches are installed in a timely manner. For patch installations that fail, timely analysis should be conducted to determine the cause and take corrective action.

The USADF Chief Information Officer develop, document, and implement procedures to conduct testing over all software updates and patches before installation.

The USADF Chief Information Officer assign responsibility for reviewing Wide Area Network and Program Support System security logs to someone other than the system administrator. If management determines this is not feasible, they should document this risk and put compensating controls in place where possible.

USADF Chief Information Officer update the Wide Area Network separation of duties matrix to ensure all potential conflicting roles are identified. If no conflicting roles exist for end users, management should specifically note that in the matrix.

USADF Chief Information Officer update the Program Support System separation of duties matrix to ensure all potential conflicting roles are identified. If no conflicting roles exist for end users, management should specifically note that in the matrix.

The USADF Chief Information Officer implement documented procedures to review Program Support System and Wide Area Network security logs and document evidence of these reviews.

The USADF Chief Information Officer implement documented procedures to ensure that network changes are documented, tested, and approved in accordance with USADF policies and procedures.

The USADF Chief Information Officer develop, document, and implement policy and procedures for conducting periodic reviews of configuration settings for all IT components. Configuration reviews should determine whether actual configuration settings in place agree with settings documented in approved baselines.

The USADF Chief Information Officer implement documented account management policies and procedures to formally document and approve all accounts on the Wide Area Network before creation.

The USADF Chief Information Officer implement documented policy and procedures to perform a periodic recertification of Wide Area Network accounts to ensure they remain appropriate.

The USADF Chief Information Officer develop, document and put in place account management procedures for the Program Support System. At a minimum, documented procedures should address:
Approved methods for requesting and approving access to the system; Disabling and removing accounts for terminated employees/contractors; Reviewing accounts for inactivity; Recertifying accounts on a continuous basis to ensure active accounts and permissions remain appropriate.

The USADF Chief Information Officer rename all default and administrator account identifiers to ensure appropriate accountability is tracked for administrative activities in accordance with policy.

The USADF Chief Information Officer implement documented procedures to change all default authenticators on initial creation in accordance with policy.

The USADF Chief Information Officer complete planned corrective actions for the Wide Area Network to confirm that plan of action and milestone item 5 is remediated in a timely manner, or perform an appropriate acceptance of risk, and document the results.

The USADF Chief Information Officer update the plan of action and milestones template for the Wide Area Network and Program Support System to include required resources, milestones with completion dates, and changes to milestones in accordance with Office of Management and Budget
Memorandum M-02-01 and National Institute of Standards and Technology Special Publication 800-53 Revision 3.

USAID/Indonesia direct RTI International to implement a strategy, including milestone dates, outlining the steps it plans to take to help district governments become more actively involved in facilitating and monitoring service delivery improvements in the program's health and education sectors.

USAID/Indonesia direct RTI International to implement a strategy outlining the steps it plans to take, including milestone dates, for providing additional technical support for Kinerja's service delivery units, particularly those in the program's health and education sectors, and multi-stakeholder forums to promote the sustainability of the program's activities to improve public service delivery.

USAID/Indonesia direct RTI International to implement a strategy to improve the quality of the results data reported under the program's performance indicators. At a minimum, this strategy should include a method for recognizing program achievements that requires that reported achievements are supported adequately, a data quality assurance review of the accumulated balance for each performance indicator to validate the balance based on the supporting records on file, and (3) measures to improve efforts to collect supporting records from Kinerja's field staff and partners in a timely manner.

USAID/Pakistan finalize its mission-wide strategic framework, including a mission-wide performance management plan.

USAID/Pakistan implement a mission-wide monitoring and evaluation plan to cover all aspects of mission programs.

USAID/Pakistan implement a structured system to manage documentation for all monitoring and evaluation assignments.

USAID/Pakistan implement a plan to allocate sufficient resources to manage the Independent Monitoring and Evaluation Program.

USAID/Pakistan immediately terminate the task order issued under the General Services Administration's Federal Supply Schedule contract awarded to Management Systems International and put any remaining funds to better use.

USAID/Pakistan determine the allowability of ineligible questioned costs billed by Management Systems International for technology services that are outside the scope of work listed on the authorized Federal Supply Schedule price list and recover from Management Systems International any amount determined to be unallowable. As of September 30, 2012, these billings totaled $1,303,533.

USAID/Pakistan determine the allowability of ineligible questioned labor costs billed by Management Systems International for cooperating-country nationals that are outside the scope of work authorized by the Federal Supply Schedule price list and recover from Management Systems International any amount determined to be unallowable. As of September 30, 2012, these billings totaled $3,590,098.

USAID/Pakistan determine the allowability of ineligible costs billed by Management Systems International for items outside the scope of work authorized by the Federal Supply Schedule price list - such as travel, other direct costs, subcontractors, general services and administration fees, and subcontract handling fees - and recover from Management Systems International any amount determined to be unallowable. As of September 30, 2012, these billings totaled $2,143,628.

USAID/Pakistan train its contracting staff in the proper use of the General Services Administration's Federal Supply Schedule.

USAID/Pakistan determine the allowability of $28,000 in ineligible questioned costs billed to USAID/Pakistan between June and September 2011 for the salary expenses of Management Systems International's chief of party's spouse and recover from Management Systems International any amount determined to be unallowable.

USAID/Pakistan implement a plan to incorporate existing geographic information systems into a consolidated database.

USAID/Kenya direct the Center for Health Solutions, Kenya, to include in its work plan technical assistance to the Division of Leprosy, Tuberculosis, and Lung Disease to develop a financial sustainability plan that includes improved cost efficiency for tuberculosis programs.

USAID/Kenya implement a plan to improve coordination between the Division of Leprosy, Tuberculosis, and Lung Disease and implementing partners reporting indicator results pertaining to patients infected with tuberculosis and HIV.

USAID/Kenya implement a plan to commission a new data quality assessment of tuberculosis performance indicators that complies with USAID's requirements. The assessment should contain overall conclusions on the data management system, including systemic problems, if applicable, and mission officials should review the final assessment report to verify that it complies with USAID requirements.

USAID/Uganda take appropriate action regarding the statement contained in the training material for the Inter-Religious Council of Uganda's district interfaith networks and document the results.

The Chief Information Officer review the controls documented within the USAID common controls system security plan and update the descriptions to specifically describe the control that is planned or in place.

The Chief Information Officer review agency
system security plans to determine whether they point to the USAID common control system security plan. If so, determine whether that plan adequately addresses the referenced control.

The Chief Information Officer implement documented procedures to be sure that scheduled completion dates identified in the plan of action and milestones are reasonable.

The Chief Information Officer implement documented procedures to be sure that scheduled completion dates are met when applicable.

USAID's Director, Office of Human Resources; Director, Management Policy, Budget, and Performance; Director, Office of Security; and Director, Office of Acquisition and Assistance, coordinate with each other to implement documented procedures to notify USAID system administrators when an employee or contractor leaves the agency or is transferred.

The Chief Information Officer implement a documented process to test the AIDNet contingency plan annually in compliance with USAID policy.

The Chief Information Officer complete planned corrective actions for AIDNet to be sure that plan of action and milestone items 7260 and 7687 are remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Chief Information Officer complete planned corrective actions for AIDNet to be sure that plan of action and milestone items 7691, 7692, 7693, 7694, 7695, 7696, 7697, and 7698 are remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Chief Information Officer complete planned corrective actions for AIDNet to make sure that plan of action and milestone items 7657, 7658, 7659, 7660, 7661, 7662, 7330, and 7679 are remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Chief Information Officer complete planned corrective actions for AIDNet to make sure that plan of action and milestone items 7689 and 7690 are remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Chief Information Officer implement documented procedures to make sure that Agency Secure Image and Storage Tracking system accounts are removed or disabled in a timely manner.

The Chief Information Officer review inactive Agency Secure Image and Storage Tracking system accounts, and disable or delete them in accordance with USAID policy.

The Chief Information Officer review all security controls identified as inherited in the Agency Secure Image and Storage Tracking system security plan to make sure each control is categorized appropriately. When a portion of a control is handled within the system, the control should be identified as hybrid or specific to the system.

The Chief Information Officer complete planned corrective actions for the Agency Secure Image and Storage Tracking system to be sure that plan of action and milestone item 7447 is remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Director, Office of Foreign Disaster Assistance, complete planned corrective actions for OFDANet to make sure that plan of action and milestone item 2013-7790 is remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Director, Office of Foreign Disaster Assistance, implement documented account management procedures that confirm that accounts are disabled or deleted immediately when an individual with OFDANet access leaves the agency or no longer needs such access.

The Director, Office of Foreign Disaster Assistance, implement documented account management procedures that confirm that accounts are reviewed when inactive for 90 days and disabled or deleted if no longer required.

The Director, Office of Foreign Disaster
Assistance, complete planned corrective actions for OFDANet to make sure that plan of action and milestone items 2013-7782, 2013-7783, and 2013-7784 are remediated in a timely manner or an appropriate acceptance of risk has been performed.

The Chief Financial Officer comply with National Institute of Standards and Technology, Office of Management and Budget, and USAID risk management requirements by carrying out formal security assessment and authorization procedures over the Electronic Cash Reconciliation Tool.

The Chief Financial Officer update Electronic
Cash Reconciliation Tool account management procedures to be sure they are addressing all National Institute of Standards and Technology Special Publication 800-53 revision 3 AC-2 controls, including reviewing accounts for inactivity, disabling accounts in a timely manner, recertifying accounts, and logging the activities of the system administrator's account management activities.

The Chief Financial Officer complete a
recertification of all Electronic Cash Reconciliation Tool user accounts on a periodic
basis in accordance with National Institute of Standards and Technology and USAID requirements to make sure that continued access remains appropriate and the level of access granted is commensurate with the individual's responsibilities.

The Chief Financial Officer implement documented procedures to disable Electronic Cash Reconciliation Tool user accounts that have never logged on or have not logged on within the specified time frame in accordance with National Institute of Standards and Technology and USAID
requirements.

The Chief Financial Officer implement documented procedures to remove Electronic Cash Reconciliation Tool accounts associated with individuals no longer supporting USAID in a timely manner.

The Chief Financial Officer implement documented procedures to audit Electronic Cash Reconciliation Tool account creations and removals.

The Director, Office of Acquisition and
Assistance, update the Global Acquisition and Assistance System security plan to document all National Institute of Standards and Technology Special Publication 800-53 revision 3 control descriptions and their implementation statements.

The Director, Office of Acquisition and Assistance, implement documented procedures to make sure all inactive Global Acquisition and Assistance System user accounts are identified and disabled or deleted if determined not needed.

The Director, Office of Acquisition and
Assistance, implement documented procedures for reviewing all Global Acquisition and Assistance System audit logs in accordance with USAID policy.

The Director, Office of Acquisition and
Assistance, implement documented procedures to test the Global Acquisition and Assistance System contingency plan annually in compliance with USAID policy.

The Chief Financial Officer document memorandums of understanding and/or service-level agreements with all agencies and organizations storing or processing Phoenix data, including but not limited to: a. Department of Health and Human Services; b. Carlson Wagonlit Travel; c. Department of Treasury; d. Department of State.

USAID/Dominican Republic work with its implementing partner to revise the program's performance management plan to include definitions for each indicator including the data source and collection methodology, results disaggregated by gender, and updated targets and actual results.

USAID/Dominican Republic update the education team's performance management plan, and confirm that it agrees with indicators being reported in the program performance management plan and the
performance plan and report.

USAID/Dominican Republic work with its implementing partner to implement an improved record-keeping system that supports each reported result.

USAID/Dominican Republic implement a site visit plan that includes frequent visits and data verification.

USAID/Dominican Republic, in conjunction with its implementing partner, verify in writing that all necessary training information is entered into USAID's Training Results and Information Network.

USAID/Dominican Republic provide and document training to its staff on how to report results in USAID's Training Results and Information Network.

USAID/Dominican Republic work with its implementing partner to implement a sustainability plan, and document the experiences
and lessons learned during the program as required by the agreement.

USAID/Dominican Republic work with its implementing partner to update its branding and marking plan, including the use of banners or posters with the USAID logo during training sessions.

USAID/Dominican Republic modify its agreement to include changes to the program's activity description and add required standard provisions.

USAID/Dominican Republic work with its implementing partner to document success stories in its partner's fiscal year 2013 annual report.

USAID/Yemen finalize its approach for the remainder of the Community Livelihoods Project by formally modifying the cooperative agreement.

USAID/Yemen require Creative Associates International Inc. to update its project and performance management plans to reflect the changes in the modification.

USAID/Yemen perform a documented review of its standard operating procedures with the Yemen Monitoring and Evaluation Project and, if necessary, amend the procedures to improve the communication of key findings.

USAID/Yemen require Creative Associates
International Inc. to implement a performance management plan that includes the Yemen Monitoring and Evaluation Project's role, authorities, and responsibilities as thirdparty
monitors for the Community Livelihoods Project, as outlined in the mission's procedures.

USAID/Yemen require Creative Associates
International Inc. to update its performance management plan to include a control system to validate the delivery of goods.

USAID/Yemen require Creative Associates
International Inc. to update its performance management plan to clearly delineate its
responsibility for monitoring project activities and reporting findings in an accurate, timely
fashion.

USAID/Yemen require Creative Associates
International Inc. to improve its data reporting by consolidating the data system, implementing a procedure manual to formalize data collection, and implementing a data validation system.

USAID/Yemen deobligate funds associated with activities eliminated from the project.

USAID/Yemen conduct a written analysis to
determine whether the project would benefit from creating a new funds control system. If so, it should implement the system to track funds for the remainder of the project.