Recommendation Dashboard

USAID/Egypt's Democracy and Governance Office review and identify delayed projects in the Transition Support Grants Program and send a written list to USAID/Egypt's Procurement Office for action.

USAID/Egypt's Procurement Office, in coordination with USAID/Egypt's Democracy and Governance Office, make a written determination to revise, suspend, or terminate transition grants.

USAID/Egypt's Office of Democracy and Governance conduct and document an assessment of the International Republican Institute and National Democratic Institute grants made under the Transition Support Grants Program to determine whether the current funding is sufficient to complete program activities and cover anticipated costs.

USAID/Egypt's Democracy and Governance Office determine the validity of the reported results for democracy and governance activities under the cooperative agreement and document its review.

USAID/Egypt's Financial Management Office perform and document an independent financial review of the grantee's expenditures, and use supporting documentation to liquidate advances.

USAID/Egypt's Procurement Office determine the allowability of $526,204 in unsupported questioned costs for expenses incurred by the grantee and recover any amounts determined to be unallowable.

USAID/Iraq's Democracy and Governance Office implement a monitoring plan so that it tracks the status of programs in comparison with their deadlines.

USAID/Iraq's Democracy and Governance Office work with implementers to reevaluate and document ongoing and periodic training needs assessments so that training courses are effective and meet the needs of the target audience.

USAID/Iraq ask the Center of Excellence on Democracy, Human Rights and Governance in the Bureau for Democracy, Conflict and Humanitarian Assistance to conduct a worldwide evaluation of legislative strengthening programs and update the USAID Handbook on Legislative Strengthening to include guidance on how to better design and implement effective projects based on past
experiences.

USAID/Iraq's Democracy and Governance Office report AECOM's performance in the Contractor Performance Assessment Reporting System so that the Compliance and Oversight for Partner Performance division has an accurate, descriptive narrative of AECOM's contract termination.

USAID/Iraq determine the allowability of $1,486,609 in questioned costs from the Iraq Legislative Strengthening Program contract (identified on page 9) and recover any amounts determined to be unallowable.

USAID/Iraq reconsider all programs that were exempted from cost-share requirements and determine in writing how to obtain them from the Government of Iraq.

USAID/Iraq's Democracy and Governance Office require each program to include a contingency plan that establishes rules for when it is necessary to reobligate resources toward programs that are demonstrating meaningful results.

USAID/Iraq implement a process that reviews memorandum of understandings when political leadership undergoes significant change and a process to determine if the memorandum of understanding should be updated or a program should be suspended until an official agreement has been reached with the Government of Iraq.

USAID/Pakistan implement a plan to identify key partner organizations that need capacity building to manage USAID-funded programs, and after determining the organizational weaknesses that need strengthening, develop budgets and time frames to accomplish this.

USAID/Pakistan revise the Assessment and Strengthening Program's results framework and performance management plan in collaboration with the program office to link results to USAID/Pakistan's Strategic Framework.

USAID/Pakistan, as part of its portfolio review of mission projects and programs, review and align the management and implementation of the Assessment and Strengthening Program with the mission-wide Strategic Framework, including the program, technical, and support offices that need to be involved.

The Office of Small and Disadvantaged Business Utilization implement a plan to continually engage and educate the program and technical offices and contracting officers in the design phase of an acquisition activity.

The Office of Small and Disadvantaged Business Utilization establish small business utilization goals by bureau and office.

The Office of Small and Disadvantaged Business Utilization and the Office of Acquisition and Assistance issue guidance that defines key areas of authority and strengthens policies and procedures over the review of proposed subcontracting plans and on monitoring and enforcing approved subcontracting plans.

The Office of Small and Disadvantaged Business Utilization and the Office of Acquisition and Assistance train procurement personnel on the review of proposed subcontracting plans and on monitoring and enforcing approved subcontracting plans.

The Office of Small and Disadvantaged Business Utilization and the Office of Acquisition and Assistance implement an Agency-wide mechanism to track active prime contracts that have approved subcontracting plans.

The Office of Acquisition and Assistance fix the external reporting configuration error in Global Acquisition and Assistance System and document the result. In addition, actions that are not reported to the Federal Procurement Data System must be identified and recorded according to Office of Management and Budget policies.

The Office of Acquisition and Assistance correspond with the appropriate agencies to resolve how personal services contracts data are reported in the Federal Procurement Data System and document the resolution.

The Office of Acquisition and Assistance reassess data entry and validation controls over key small business data elements and make the necessary adjustments to strengthen the controls in the information technology systems and document the results.

the Office of Small and Disadvantaged Business Utilization and the Office of Acquisition and Assistance implement guidance to reflect current operating policies and procedures for the small business utilization program.

The Office of Small and Disadvantaged Business Utilization and the Office of Acquisition and Assistance assess and strengthen controls over The Office of Small and Disadvantaged Business Utilization's automated screening of solicitations so that all required actions are routed appropriately and document the results.

USAID/Afghanistan issue a mission order on project monitoring overall and specifically on on-site monitoring.

USAID/Afghanistan issue a mission order on the design, implementation, and monitoring of on-budget assistance.

USAID/Afghanistan direct mission staff members to resources that will assist them in providing guidance to implementing partners on the development of effective project performance management plans and reviewing project performance management plans.

USAID/Afghanistan complete and approve the performance management plan for the Land Reform in Afghanistan Project.

USAID/Afghanistan notify its staff of the continuous learning requirements for agreement and contracting officer representatives and the means available for meeting those requirements.

USAID/Afghanistan require that mission offices verify that employees have met the mandated continuous learning requirement for agreement and contracting officer representatives before nominating them to serve in those positions and communicate employees' certification status when nominating them to serve as agreement and contracting officer representatives.

USAID/Afghanistan determine whether all partners with ongoing projects are reporting performance data in Afghan Info and require any partners not reporting in Afghan Info to do so.

USAID/Afghanistan provide its implementing partner on the Southern Region Agriculture Development Program with training on Afghan Info, verify that the partner has appropriate access to the system, and verify that the partner uses the system to report performance data.

USAID/Afghanistan require Government of Afghanistan ministry recipients of on-budget assistance to report their performance data in Afghan Info and verify that they are doing so.

USAID/Afghanistan issue written instructions to agreement and contracting officers' representatives to verify data reported by implementing partners.

USAID/Office of Transition Initiatives implement a plan to measure and report progress made toward achieving program goals for the remainder of the program.

USAID/Office of Transition Initiatives require
Chemonics International to update its implementation plans for the remainder of the
program to include estimated timelines for each phase of an activity for development, implementation, and closeout.

USAID/Office of Transition Initiatives coordinate with USAID/Haiti to conduct and document results of data quality assessments for the indicators that USAID's Office of Transition Initiatives reports on for the mission's operational plan and performance report.

USAID/Office of Transition Initiatives incorporate plans to engage communities when developing activities so that they will take ownership and sustain the efforts.

USAID/Office of Transition Initiatives require
Chemonics International to implement communications plans for ongoing and new activities to increase the local population's awareness of the activities and how they will
benefit the community.

USAID/Office of Transition Initiatives implement processes to assess short-term technical assistance with grantees periodically throughout the grant cycle.

USAID/Office of Transition Initiatives review
the existing environmental documentation of current and planned activities for compliance with environmental review requirements, and document the results of the review.

USAID/Office of Transition Initiatives require
Chemonics to complete environmental reviews before implementing activities.

USAID/Peru require Chemonics to adjust its budget and prepare a realistic second-year work plan.

USAID/Peru implement a new plan for achieving sustainability for Cordillera Azul National Park, discontinue USAID funding to the park, or perform a cost-benefit analysis to justify additional USAID support absent a plan for long-term sustainability.

USAID/Peru include in the 2012 performance plan and report indicators that more completely measure the achievements of USAID/Peru's environmental program.

USAID/Peru implement a performance management plan that includes indicators to track its environmental activities.

USAID/Peru issue a letter to USAID's Bureau of Policy, Planning and Learning requesting approval of the Peru country development cooperation strategy.

USAID/Peru perform data quality assessments in accordance with USAID requirements and document the results.

USAID/Peru provide training to agreement and contracting officers' representatives about the importance of establishing and maintaining files for projects in accordance with USAID guidance and relevant mission orders.

USAID/Peru require its partners to verify that
training information is entered into Training Results and Information Network as required by the Automated Directives System.

USAID/Peru work with the U.S. Forest Service and Chemonics to develop performance management plans that meet Automated Directives System requirements and approve them.

USAID/Peru evaluate the Peru Forest Sector Initiative and the project for the Cordillera Azul National Park and document the results.

USAID/Peru ask Chemonics to improve its Internet-based management information systems to improve project management.

USAID/Peru determine which USAIDfunded assets under its Peru Forest Sector Initiative and Cordillera Azul National Park awards are unmarked and mark them or execute waivers as appropriate.

USAID/Peru provide branding and marking instructions and guidance to the Peru Forest Sector Initiative partner.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, develop written procedures to ensure contract files are updated in accordance with the Federal Acquisition Regulation to provide a complete history of contract transactions.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, develop written requirements to require a cross reference from the hardcopy contract files to its electronic document repository.

We recommend that the Millennium Challenge Corporation's Managing Director, Contracts and Grants Management Division, emphasize in writing that contracting officer's representatives are primarily responsible for the monitoring performance and progress of their assigned contracts.

Office of Acquisition and Assistance conduct a feasibility review of alternative closeout actions to improve the timeliness of award closeout based on guidance issued by the Office of Federal Procurement Policy and other best practices, and document the results.

USAID's Management Bureau implement a plan to prioritize conducting incurred cost audits.

Office of Acquisition and Assistance reduce the backlog of incurred costs audits awaiting closeout by implementing a plan to contract with certified public accounting firms to supplement the Defense Contract Audit Agency's efforts to perform incurred cost audits when feasible.

Office of Acquisition and Assistance document actions to enforce procedures for agreement and contracting officer's representatives to conduct adequate reviews of excess and unneeded funds prior to the closeout process.

USAID/Mexico's Justice and Citizen Security Office issue a directive to Management Systems International to implement a process to capture data and report only the number of people completing the training course who met the attendance criteria.

USAID/Mexico's Justice and Citizen Security Office implement a verification process to confirm that the information entered and reported by Management Systems International in USAID's Training Results and Information Network is accurate.

USAID/Mexico Justice and Citizen Security Office work with Management Systems International to determine and document how the training database will be retained at the end of the program and what training information could be provided to state officials for their records.