Recommendation Dashboard

USAID/Ghana work with Management Sciences for Health to establish a tool to follow up on recommendations made by the technical experts that the program consulted.

USAID/Ghana establish a policy to obtain, review, and provide feedback on quarterly progress reports that Management Sciences for Health already submits to its home office.

USAID/Ghana require Management Sciences for Health to obtain the mission's written approval for changes to the work plan.

USAID/Ghana work with Management Sciences for Health to determine which activities in the work plan are necessary to complete, and develop a plan to complete them.

USAID/Ghana and Management Sciences for Health establish a plan to improve the accuracy of data reported on standard indicators.

USAID/Ghana seek guidance from USAID/Washington on reporting indicator data that lags reporting deadlines.

USAID/Afghanistan develop and implement an action plan to address the performance issues with the bank supervision and examination assistance provided to the Afghanistan Central Bank by Deloitte.

USAID/Afghanistan arrange for more robust assistance to the Afghanistan Central Bank in bank supervision and examination, including onsite examination assistance and fraud detection training.

USAID/Afghanistan implement a written policy clarifying the responsibilities of USAID contractors and grantees to report on indications of fraud in host-country institutions or other matters that could reasonably be expected to be of foreign policy interest to the U.S. Government.

USAID/Afghanistan correct the deficiencies in its management of its bank supervision and assistance activities.

USAID/Afghanistan disseminate the best practices described above to its implementing partners to minimize cash transactions.

USAID/Yemen seek the approval and ratification of any changes to its projects from the agreement office and legal advisor, and obtain the proper approvals before revising Basic Education Support and Training Project plans.

USAID/Yemen submit planned replacement needs to and request disposition instructions from the agreement officer for USAID-financed equipment in excess of $5,000 for which the recipient has no need.

USAID/Yemen require its implementer to provide a list of its proposed or pending subawards and contracting out of any work under the Basic Education Support and Training Project before the implementer hires a subcontractor to begin work.

USAID/Yemen notify the agreement officer in writing of its proposed or pending subawards and contracting out of any work under the Basic Education Support and Training Project before the implementer hires a subcontractor to begin work.

USAID/Yemen request source origin waivers through the mission director or appropriate USAID agreement officer for Basic Education Support and Training Project goods and services when needed.

USAID/Yemen provide documented procedures on USAID's antiterrorism measures to its implementers and establish and implement a schedule to periodically verify that procedures are followed.

USAID/Yemen develop an annual training plan for its agreement officer's technical representatives and document annual course completion.

USAID/Yemen develop and implement a plan with steps to ensure that implementers meet reporting requirements listed in Initial Environmental Examinations and any other environmental documentation.

USAID/Yemen develop procedures on environmental compliance that outlines roles, responsibilities, and expectations.

USAID/Yemen require that techical officers receive environmental compliance training.

USAID/Namibia, in conjunction with U.S. Government agencies, the Namibian Government, and civil society, establish and implement a plan to transfer strategic and financial responsibilities for human resources for health activities to the host government or civil society.

USAID/Namibia establish baselines and develop indicators and targets to measure the progress and achievement of its human resources for health activities, and include the measures in its performance management plan.

USAID/Benin, in conjunction with Research Triangle Institute, identify alternative ways in which spray operators can tally results.

USAID/Benin, in consultation with Research Triangle Institute, formulate clear definitions of terms and implement internal controls to ensure that consistent terminology is used in gathering and reporting data on indoor residual spraying with insecticide.

USAID/Benin develop and implement procedures to validate insecticide-spraying data periodically through spot checks.

USAID/Benin, through the Ministry of Health, strengthen controls to ensure that facilities' drug inventories and drug consumption are verified before drug requests are approved and delivered and mechanisms are in place to track drugs that are out of stock or will be out of stock to ensure timely replacement.

USAID/Benin, through the Ministry of Health, take the appropriate steps to strengthen controls to ensure the proper storage of antimalarial drugs at all facilities.

USAID/Benin communicate to the Ministry of Health the need to implement a plan to destroy the expired drugs currently in storage, and implement and effectively communicate to all affected health facilities a procedure for storage, pickup, and destruction of expired drugs.

USAID/Benin require Research Triangle Institute to develop and implement procedures to improve inventory tracking processes, including training their logistics officers and warehouse managers on the best practices in inventory management.

USAID/Benin require Research Triangle Institute to collaborate with the Ministry of Health to ensure distribution of the 8,112 nets that are stored in Research Triangle Institute's warehouse to regions where the nets are known to be more effective in preventing malaria.

USAID/Benin's health team improve its monitoring of bed net distributions by increasing site visits to health facilities and bed net sales points, and developing a site visit template that specifically identifies areas to review during visits.

USAID/Benin, in conjunction with its partners, develop and implement a uniform system for documenting and communicating cases of missing or diverted bed nets.

USAID/Benin work with the Ministry of Health to develop a strategy for reinstating the Abomey regional hospital into the artemisinin-based combination therapy (ACT) treatments distribution network.

USAID/Benin's health team update its performance management plan to include important malaria indicators.

USAID/Benin update its agreements, work plans, and other documents with its implementing partners to require reporting on relevant malaria indicators and other performance measures.

USAID/Afghanistan instruct New Mexico State University to conduct appropriate follow-up activities to determine the effectiveness of its technical assistance and training activities with the Ministry of Agriculture, Irrigation and Livestock and verify that appropriate follow-up has been performed.

USAID/Afghanistan periodically verify the results reported by New Mexico State University for the Agriculture, Water, and Technology Transfer Program.

USAID/Afghanistan provide New Mexico State University with written definitions of the performance indicators and discuss them with staff members periodically to ensure that the definitions are understood.

USAID/Afghanistan require New Mexico State University to document challenges and implementation shortfalls in its quarterly reports.

USAID/Afghanistan determine the acceptability of the branding and marking plan submitted by New Mexico State University, and after approving some version of the plan, verify its implementation.

USAID/Afghanistan perform an environmental assessment for the program and implement any corrective actions that may be required.

USAID/Bangladesh work with the implementing partner to develop an implementation plan for the completion of the media center by program end.

USAID/Bangladesh provide written instructions to the implementing partner requiring the development of a sustainability plan for the media center that identifies possible funding sources and incorporate this plan into the work plan, budget, and performance management plan.

USAID/Bangladesh review and document the feasibility of creating a fully functional parliamentary budget analysis and monitoring unit. If feasible, the mission should require the
implementing partner to develop an implementation plan which would include roles and responsibilities of all parties for the completion of the budget analysis and monitoring unit by program end and prepare a sustainability plan to continue the operations of the unit after the program ends. If not feasible, all funds related to establishing the unit should be reprogrammed for other activities.

USAID/Bangladesh require the implementing partner to mark the media center with the USAID logo or submit a
written request to the mission for a waiver.

USAID develop and implement a strategy to address Le Soutien's lack of performance and misuse of U.S.
Government funds.

USAID make a final determination for the allowability of $708,080 of program expenses, which includes the costs of the motorbikes, desks, and scanner that have not been returned, and recover amounts determined to be disallowed.

USAID develop and implement a strategy to address Reseau Ivoirien des Organisations de Personnes Vivant avec le VIH (RIP Plus's) misconduct and misuse of U.S. Government funds.

USAID settle and document any outstanding fees related to the financial audit of Reseau Ivoirien des Organisations de Personnes Vivant avec le VIH (RIP Plus) by the external auditors to obtain the audit report.

USAID, in conjunction with Supply Chain Management System, review the inputs used to forecast demand to
ensure that drugs are available when needed.

USAID, in conjunction with Supply Chain Management System, request the Government of Cote d'Ivoire, in writing, to communicate all changes in drug protocols to dispensing facilities in a timely manner to ensure that the right prescriptions are given to patients.

USAID, in conjunction with Supply Chain Management System, upgrade or develop a mechanism in the Logistic Management Information System to track drugs that are out of stock or will be
out of stock to ensure timely replacement/reorders.

USAID advise, in writing, the Government of Cote d'Ivoire's Ministry of Health of the need for greater accountability for the maintenance and disposition of U.S. Government procured drugs and request that the Ministry of Health provide USAID with copies of its supervision reports on physical inventory and status of U.S. Government drugs at health facilities for the duration of the project.

USAID, in conjunction with Supply Chain Management System, work with the Ministry of Health to establish a plan and schedule for implementing quality control procedures for the distribution and handling of cotrimoxazole at service delivery sites to prevent future losses.

USAID work with the Government of Cote d'Ivoire to develop and implement a plan to destroy the expired drugs currently in storage.

USAID work with the Government of Cote d'Ivoire to develop and implement a policy for storage, pickup, and destruction of expired drugs and effectively communicate it to all health facilities affected.

USAID improve the Logistics Management Information System to identify expiring drugs and implement a plan to use drugs before they expire to prevent waste.

USAID work with the Government of Cote d'Ivoire to develop and implement a plan to address proper storage of HIV/AIDS drugs at all warehouses.

USAID work with the University of North Carolina to implement the action plans developed as a result of the program assessment conducted in fiscal year 2008.

USAID, in conjunction with John
Snow, Inc., work with the Ministry of Health to develop and implement a
monitoring plan, which includes communication with health districts, frequent site
visits, and prompt attention to problems to improve data use, analysis and
decision-making at the local level.

USAID develop and implement a monitoring plan for PEPFAR activities in Cote d'[Ivoire that includes adequate resources to provide regular communication with users, frequent site visits, and prompt attention to problems to improve program implementation.

USAID perform a data quality assessment of the results/reported data of the program.

USAID, in coordination with the Centers for Disease Control and Prevention, establish and define roles and responsibilities for its PEPFAR staff.

USAID verify and document that activities at the 35 sites not visited by the audit team are in fact active and that hospital participation is apparent.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer develop a detailed, written plan to establish strong project management capabilities for information technology projects, with sufficient responsibility, authority, and resources to apply disciplined practices. The plan must include assigning a certified project manager to information technology projects with the required minimum competencies based on project risk and complexity.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer develop written earned value management policies and procedures for information technology projects, as required by Office of Management and Budget memorandum M-05-23. At a minimum, this must include:
Performing surveillance reviews of the earned value management system.
Performing periodic compliance reviews of the earned value management system.
Establishing a performance baseline.
Conducting an integrated baseline review.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer develop written policies and procedures to plan for, mitigate, monitor, and report on risks to information technology projects.

We recommend that the Millennium Challenge Corporation's Director of Contracts and Grants Management, in collaboration with the Chief Executive Officer, update the Contracts Operating Manual to include procedures for including risk management and earned value management in contracting actions, when required.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer develop written policies and procedures to obtain written approval for relying on a contractor's systems development life cycle methodology.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer develop written policies and procedures to address key decision points for information technology projects, including who is responsible for making those decisions and what information should be used as the basis for making those decisions.

We recommend that the Millennium Challenge Corporation's Chief Executive Officer, establish in writing what documentation must be prepared, updated, and maintained for information technology projects based on size and complexity of the project. At a minimum, this must include:
Office of Management and Budget Exhibit 300s
Project charters
Earned value management reports
Risk management plans and reports
Requirements documents
Reports to senior management

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations implement the following controls for the MCC Integrated Data Analysis System project before proceeding to the development phase to build additional functionality for the MCC Integrated Data Analysis System:
Risk management
Earned value management
Requirements management

We recommend that the Millennium Challenge Corporation's Senior Assessment Board review the Corporation's information technology project management capabilities and prepare a written determination regarding whether its weaknesses should be reported, tracked, and monitored as a material weakness pursuant to the Federal Managers' Financial Integrity Act of 1982.