Recommendation Dashboard

USAID/Vietnam review the project's indicators and establish appropriate custom indicators that would capture project activities adequately and allow the mission to track progress.

USAID/Vietnam work with the contractor to review and revise the project's performance indicator targets for the remainder of the project.

USAID/Vietnam perform a data quality assessment identifying the contractor's source of reported results, analysis of calculations, and completeness of data, and document the results.

USAID/Vietnam determine the allowability of $58,524 in unsupported questioned costs pertaining to the total approved days of the short-term technical adviser and recover from DAI/Nathan Group any amounts determined to be unallowable.

USAID/Vietnam require the contractor to quantify, track, and report in writing on all forms of cash and in-kind contributions made by counterparts and other organizations toward STAR Plus project activities.

USAID/Pakistan implement a plan to engage with the Government of Pakistan continually to promote policy reform in the energy sector.

USAID/Pakistan review and revise in writing the Jamshoro Thermal Power Station Project's target date for increasing energy capacity by 150 megawatts.

USAID/Pakistan update the capacity-building schedule for the Jamshoro Thermal Power Station to reflect an achievable completion date and document the results.

USAID's Bureau for Democracy, Conflict, and Humanitarian Assistance, Office of Food for Peace, conduct and document an independent evaluation to quantify the differences in cost and timeliness between overseas and domestic prepositioning, and adjust the use of overseas prepositioning appropriately.

USAID's Office of Acquisition and Assistance's Transportation Division implement a system of internal controls to reconcile its records regularly with reports from warehouses and outgoing shipment reports to identify and resolve any differences in a timely manner.

USAID's Office of Acquisition and Assistance's Transportation Division implement a system of internal controls to monitor and track losses more closely at warehouses, including procedures for recovering losses from warehouse contractors.

USAID's Office of Acquisition and Assistance's Transportation Division remind warehouse contractors in writing of their responsibility for lost commodities in their possession and their obligations to store commodities in accordance with USAID's Commodities Reference Guide.

USAID/Georgia approve a method for attributing to economic governance interventions progress toward project goals and modify the contract as necessary to enable the method to be implemented.

USAID/Georgia issue in writing guidance on project design incorporating into contracts measures of success tailored to the feasibility of performance data collection and attribution for each project component.

USAID/Georgia develop a written strategy for strengthening property rights that incorporates the full range of activities described on page 12 of the contract.

USAID/Georgia establish a mechanism to bring Government of Georgia agencies together to prioritize interventions under the Economic Prosperity Initiative's economic governance component.

USAID/Georgia approve in writing quantitative performance targets for all market sectors in which it measures productivity and employment increases attributable to the Economic Prosperity Initiative.

USAID/Georgia modify the contract to replace "USAID-approved semi-annual targets" with "USAID-approved targets set at the appropriate frequency for each market sector in which USAID measures productivity and employment increases attributable to the Economic Prosperity Initiative."

USAID/Georgia modify the contract to clarify whether the contractor may count investment commitments toward the contract's $500 million foreign investment target, and may count import substitution and increased tourism occurring in Georgia toward the contract's $150 million exports target.

USAID/Georgia modify the contract provision on page 9 to clarify that the contractor is required to track each high-level goal by the targeted market sectors or components that can contribute to it.

USAID/Georgia modify the contract provision on page 26 to clarify that the contractor can collect and submit performance indicator data to USAID/Georgia annually, if the mission agrees in writing that data cannot practically be collected and submitted twice during the fiscal year.

USAID/Georgia modify the contract to either clarify or remove the requirement on page 10 that the contractor quantify the expected change in each identified World Economic Forum indicator throughout the project and as of project completion.

USAID/Georgia extend by 6 months deadlines for achieving contract benchmarks for revenue increases in the Economic Prosperity Initiative's agricultural and nonagricultural private sector components.

USAID/Georgia make a written determination as to whether "(primarily 5 hectares and more)" in the first bulleted benchmark on page 16 of the contract is feasible and, if not, delete it from the benchmark.

USAID/Georgia either modify the contract, if it determines that current contract requirements for calculating project overhead rates are incorrect, or determine to what extent it overpaid the contractor in noncompliance with the contract and recover any overpayment.

USAID/Iraq require Tetra Tech DPK to set baselines, in writing, for two performance indicators so that USAID/Iraq could have
reportable results to use when making future contract decisions.

USAID/Iraq, in coordination with Tetra Tech
DPK, implement procedures to award grants to civil society organizations with existing
activities that align with Access to Justice Program goals.

USAID/Iraq implement a written plan for mission staff to verify the accuracy of information from the contractor on a regular basis.

USAID/Iraq document reviews of Access to Justice Program performance management plan indicator targets for reasonableness, and make any adjustments resulting from the review.

USAID/Iraq implement a written plan to monitor Tetra Tech DPK's grants selection and award process on a regular basis. The plan should include comparisons of grantee evaluations to established eligibility and evaluation criteria.

USAID/Iraq conduct and document a review of Tetra Tech DPK's preaward risk assessment procedures, and direct Tetra Tech DPK to implement any recommendations from the review.

USAID/Iraq direct Tetra Tech DPK to amend its subawards to include the required trafficking in persons provision.

USAID/Indonesia, in conjunction with USAID/Division of Maternal and Child Health of the Office of Health, Infectious Diseases and Nutrition of the Global Health Bureau, work with Jhpiego to define in writing all performance indicators established for the Maternal and Child Health Integrated Program and update reported data to reflect those definitions.

USAID/Cambodia work with the project staff to implement a strategy for disease surveillance and document the results.

USAID/Cambodia, through its agreement officer, determine the allowability of and recover, as appropriate, questioned costs of $699,559 (ineligible) as identified in the finding above.

USAID/Cambodia, through its agreement officer, ratify the addition of activities to provide food, day care, and other support to families affected by HIV, or disallow the changes in the project's scope. Whether the activities are ratified or disallowed, in whole or in part, the agreement officer should determine and document the appropriate corrective actions taken.

USAID/Cambodia work with the prime implementer to clearly define each indicator in writing-including how it should be measured-so that reported results accurately reflect accomplishments.

USAID/Cambodia require the prime implementer to implement improved internal controls governing collecting, maintaining, and processing data.

After the implementer has improved internal controls in response to Recommendation 5, we recommend that USAID/Cambodia implement procedures for conducting data quality assessments that include (1) evaluating whether data for each indicator meet all five quality standards, (2) evaluating the implementing partner's data collection, maintenance, and processing procedures, and (3) testing the data's accuracy and consistency.

USAID/Cambodia work with the prime implementer to update the project's performance management plan to include all performance indicators used to measure activities implemented since the start of the project, along with justifications for those that were cancelled or added.

USAID/Cambodia work with the prime implementer to implement a formal process to document, track, and analyze complaints within the health equity financing system.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, revise the Guidance on the Implementation of Resettlement Activities to strengthen the Millennium Challenge Corporation's oversight of Millennium Challenge Accounts' livelihood restoration.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, review resettlement implementation in other compact countries to confirm that applicable Millennium Challenge Corporation policies are being complied with, and if not, take corrective action.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, update the Millennium Challenge Corporation's fiscal accountability and resettlement guidance to clarify processes for making and documenting proper resettlement transactions.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, request that the Government of Ghana document its progress in making the outstanding payments to the affected persons to confirm that they are paid.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, develop methods for effectively sharing information on resettlement activities among headquarters and Millennium Challenge Account staff.

USAID/Guinea review award files periodically for a complete history of award transactions, document reviews, and note for corrective action.

USAID/Guinea improve the procurement plan outlining procedures for soliciting and receiving proposals, and for selecting members of the technical evaluation committee.

USAID/Guinea amend the cooperative agreement with Opportunities Industrialization Centers Guinea to
delete Sections A.3.4 and A.3.5 regarding advances and replace with a provision for a normal advance.

USAID/Guinea approve the Opportunities Industrialization Centers Guinea activity monitoring plan.

USAID/Guinea ask Opportunities Industrialization Centers Guinea to submit a request for approval of key personnel.

USAID/West Bank and Gaza prepare an implementation plan including deadlines for the subgrant types behind schedule and an explanation of how it intends to use or reprogram the $2.4 million in undisbursed window of opportunity subgrants.

USAID/West Bank and Gaza review and revise the Civic Participation Program targets and determine, in writing, if program resources should be directed to other activities under the cooperative agreement.

USAID/West Bank and Gaza provide guidance to its staff on the Brownback Amendment and how it may affect mission programs.