Recommendation Dashboard

USAID/Egypt amend the Leaders for Education and Development Scholarship Initiative Program cooperative agreement to require mission approval of annual work plans that establish program activities and target dates related to program objectives.

USAID/Egypt document its review of the monitoring and evaluation plan for the Leaders for Education and Development Scholarship Initiative Program to ensure that performance indicators used to measure program results are defined and documented.

USAID/Egypt develop a monitoring process to periodically review the American University in Cairo's data for completeness, accuracy, and consistency.

USAID/Egypt document its review of the cooperative agreement for the Leaders for Education and Development Scholarship Initiative Program to ensure that mission and implementer activities are identified and understood by all parties and are reflected in other implementing documents such as the work and monitoring plans.

USAID/Egypt develop and implement a monitoring plan to track and assess the leadership and development activities of graduates of the Leaders for Education and Development Scholarship Initiative Program to document program impact.

USAID/Uganda, in conjunction with the Office of Food for Peace in Washington, DC, create a document that formally outlines the responsibilities and authorities of the USAID/Uganda Food for Peace project managers.

USAID/Uganda establish written procedures to ensure that site visits provide for data quality testing and adequate documentation of the test results and provide training to mission staff on those procedures.

USAID/Uganda correct the problems identified in the August 2009 data quality assessment of its P.L. 480 Title II program.

USAID/Uganda conduct a followup data quality assessment of its P.L. 480 Title II program.

USAID/Uganda conduct training on data quality assessment for the implementing partner and subpartner to define how data should be collected for its P.L. 480 Title II program.

USAID/Uganda, in conjunction with its cooperating sponsors, develop and implement a plan of action with a timetable to (a) include commodities and warehouse inspections during site visits to the warehouses and distribution centers, and correct the weaknesses noted; (b) ensure that distribution centers warehouse staffs are aware of the USAID Office of Food for Peace storage guidelines; and (c) ensure that commodities are regularly inspected, and fumigated when signs of infestation are found.

USAID/Uganda require its cooperating sponsors to develop policies and procedures to inspect commodities and warehouses during site visits and to ensure that internal transportation, storage, and handling are adequate by local commercial standards.

USAID/Uganda direct the cooperating sponsor to develop a list of documents to be retained at the distribution site and require that this documentation be verified during postdistribution monitoring visits.

USAID/Uganda document and verify that its cooperating sponsors (a) have developed a complete beneficiary database and are using it to print lists of eligible beneficiaries prior to each distribution, (b) review the eligibility of each beneficiary monthly, and (c) have developed and implemented written procedures for food distribution.

USAID/Uganda revise agreements with cooperating sponsors in order to provide precise definitions of the targeted population and the criteria to follow in order to be part of the food aid program-specifically, to identify the allowable time for malnourished children and pregnant and lactating women to be in the food program.

USAID Office of Food for Peace revise its branding strategy for the P.L. 480 Title II nonemergency food aid program in Uganda to focus more on direct communication with project beneficiaries.

USAID/Afghanistan develop and implement suitable policies, procedures, and practices so that ministerial assessments will provide reasonable assurance of identifying significant vulnerabilities that could result in waste or misuse of U.S. Government funds.

USAID/Afghanistan make appropriate modifications to the scopes of work for future ministerial assessments as outlined in this report.

USAID/Afghanistan rely on joint donor assessments of host government ministries to the degree that they meet USAID's needs. If additional assessments are needed to meet USAID's needs, the work should build on but not duplicate work already performed, to the extent possible.

USAID/Afghanistan continue to withhold incremental funding until all required documents-Year 2 budget, Year 2 work plan, and performance management plan-are submitted by the American University of Afghanistan and approved by the mission.

USAID/Afghanistan work with the American University of Afghanistan to establish budgeting procedures for timely submission of budgets, to include approval of how USAID funding will be used
before the budget is submitted to the American University of Afghanistan's board of trustees, and to require that the budget provide direct linkages to the annual work plan.

USAID/Afghanistan work with the American University of Afghanistan to establish procedures for timely submission of the annually revised work plan and performance management plan.

USAID/Afghanistan decide how excess funds of $6.4 million from Year 1 and Year 2 are to be used, either within the agreement or for other mission programs.

USAID/Afghanistan require the American University of Afghanistan to obtain mission consent to subcontract before entering into the follow-on security contract or any other subcontract with
mission funds, until such time as the budget is submitted and approved by the mission.

USAID/Afghanistan prepare a sustainability plan-so that by the end of the agreement the American University of Afghanistan will no longer be dependent on mission funds-and incorporate this plan into the agreement, work plan, budget, and performance management plan.

USAID/Afghanistan work with the American University of Afghanistan to develop a construction implementation plan for its new campus and update the agreement, budget, and work plan in accordance with the plan.

USAID/Afghanistan develop an implementation plan with American University of Afghanistan to complete the 4-year curriculum for the three undergraduate degrees offered (bachelor of science in information technology and computer science, bachelor of business administration, and bachelor of arts in general studies) by spring 2011 and incorporate this implementation plan into the annual work plan, budget, and performance management plan.

USAID/Afghanistan require the American University of Afghanistan to develop a business plan for the
Professional Development Institute program and incorporate this plan into the American University of Afghanistan's annual budget, work plan, and performance management plan.

USAID/Afghanistan revise the list of key personnel to be approved by the agreement officer's technical representative in the cooperative agreement to include the position of business manager for the Professional Development Institute.

USAID/Afghanistan develop an implementation plan with the American University of Afghanistan for the Professional Development Institute to require quality standards that address issues such as attendance requirements. This implementation plan should be reflected in the annual work plan, budget, and performance management plan.

USAID/Afghanistan require that the action plan developed by the American University of Afghanistan to increase the proportion of women enrolled at the university be incorporated into its annual work plan, budget, and performance management plan.

USAID/Afghanistan develop an implementation plan with the American University of Afghanistan for the Foundation Studies Program to include completion of the curriculum by fall 2010, and development of quality standards to assess program graduates' ability to succeed in the undergraduate program. This implementation plan should be reflected in the annual work plan, budget, and performance management plan.

USAID/Afghanistan's Office of Acquisition and Assistance perform the semiannual review of the American University of Afghanistan's procurement system as required by the agreement until such time as it certifies their system.

USAID/Afghanistan review all construction procurement files before approving the subcontracts and verify that adequate competition existed during the bidding process.

USAID/Afghanistan evaluate the American University of Afghanistan's May 2010 revised branding and marking plan and make a determination as to the acceptability of the plan.

USAID/Afghanistan work with the American University of Afghanistan to establish procedures for the submission of the required environmental mitigation and monitoring plans for new construction.

USAID/Afghanistan obtain a written legal decision from its Regional Legal Advisor on how to proceed for completed and in-process projects in which environmental procedures were not followed.

USAID/Haiti require Fondation Sogebank to submit an updated implementation plan and performance indicator targets to reflect what is possible during the remainder of the Haitian Diaspora Marketplace Program.

USAID/Haiti work with Fondation Sogebank to develop a strategy that will target and provide technical assistance to bidders that are able to submit concept papers of the desired quality.

USAID/Haiti and Fondation Sogebank review the approval process under the Haitian Diaspora Marketplace Program to determine whether the process can be streamlined and accelerated.

USAID/Haiti and Fondation Sogebank reevaluate and revise the key components of the Haitian Diaspora Marketplace Program to address and correct the delays in approving grant proposals.

USAID/Haiti work with Fondation Sogebank to reestablish a project steering committee and outline the specific responsibilities that the committee will carry out for the remainder of the Haitian Diaspora Marketplace Program.

USAID/Haiti obtain and approve Fondation Sogebank's final communications plan, performance management plan, and operations manual containing policies and procedures for the Haitian Diaspora Marketplace Program.

USAID/Haiti require Fondation Sogebank to establish and use a dedicated bank account for all Haitian Diaspora Marketplace Program activity.

USAID/Haiti verify that Fondation Sogebank reimbursed, in full, the additional accounts that were used to pay Haitian Diaspora Marketplace Program expenses, and direct Fondation Sogebank to request future advances of program funds in a timely manner.

USAID/Haiti request an updated staffing strategy for the Haitian Diaspora Marketplace Program that will provide timely and adequate coverage for the management of the grants program.

USAID/Haiti assist Fondation Sogebank with the development of performance indicators that will measure the progress and impact of the program's activities.

USAID/Haiti conduct data quality assessments on all indicators selected for inclusion in the program's performance management plan.

USAID/Haiti enforce Fondation Sogebank's compliance with the requirement to submit semiannual progress reports to the mission's agreement officer's technical representative.

USAID/Haiti require Haitian Diaspora Marketplace Program employees to submit activity reports on time to comply with their employment contracts.

USAID/Haiti make a management decision regarding the $48,715 in unsupported salary charges for Haitian Diaspora Marketplace Program employees, and recover the amount determined to be unallowable.

USAID/Haiti help Fondation Sogebank develop and incorporate budgeting processes and procedures in its operations manual that require a budget comparison before procurement.

USAID/Afghanistan direct CARE International to (1) develop clear standards on teacher training, to be followed by all four partners, which define the requisite training workshops that each teacher
must receive to be considered fully prepared to teach his or her students; and (2) develop and implement a plan to ensure that all supported teachers receive the requisite training in its entirety.

USAID/Afghanistan direct CARE International to carry out the data quality assurance procedures specified in its performance monitoring plan, which include random field visits at least quarterly to verify the quality of the data furnished by field staff and reported to USAID.

USAID/Afghanistan (1) conduct a data quality assessment in accordance with the guidance contained in USAID's Automated Directives System (ADS 203.3.5) and (2) conduct limited testing in
conjunction with future site visits to provide assurance as to whether the mission can rely on the results data reported under key performance indicators.

USAID/Afghanistan direct CARE International to (1) develop a formal class integration strategy and a process that allow for the effective integration of the program's primary education classes into the Ministry of Education's school system and provide a viable alternative that
allows children to continue their learning without having to travel long distances; and (2) implement this integration strategy for all new and, if possible, formerly integrated classes by the program's completion date.

USAID/Morocco and its implementing partner develop and implement a plan to ensure that grantees are aware of their financial management obligations and other USAID rules, regulations, and expectations.

USAID/Morocco and its implementing partner modify all grant agreements to include specific requirements for progress reports, financial reports, cost-sharing contributions, and site visits, and ensure that these requirements are included in newly awarded grants.

USAID/Morocco require the implementing partner to provide quarterly financial reports that (a) include cumulative actual expenditures for the year for each line item in the project's approved budget and (b) differentiate expenses of the Office of Education funds from those of the Office of Democracy and Governance.

We recommend that the Millennium Challenge Corporation's Vice President of Compact Operations finalize the Millennium Challenge Account-Vanuatu's monitoring and evaluation plan by confirming approval of the plan for implementation.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations, develop and implement a process that would measure the progress of projects annually throughout the compact to help ensure intended results are met.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations, direct Millennium Challenge Account-Vanuatu to formally respond to data quality review recommendations, and post the reviews and responses on its website as required by the Millennium Challenge Corporation's monitoring and evaluation policy.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations develop a written strategy to resolve budget shortfalls when they occur.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations, develop a written strategy to support Millennium Challenge Account-Vanuatu's efforts to strengthen Vanuatu's Public Works Department's ability to maintain the roads.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations, finalize Millennium Challenge Account-Vanuatu's draft closeout plan.

We recommend that the Millennium Challenge Corporation's Vice President for Compact Operations, develop written procedures for the Millennium Challenge Account-Vanuatu on safeguarding documents that serve as permanent records, and on locating and identifying key missing documents of program activities.

We recommend that the Millennium Challenge Corporation's Vice President of Compact Operations require the Government of Burkina Faso to develop and implement an action plan to fund repairs in the BRIGHT schools.

Work with USAID to revise indicators, targets, and baselines listed in Appendix III to ensure more effective monitoring of the BRIGHT II schools project.

Implement a policy for monitoring and evaluation when a U.S. Government entity administers a compact program.

We recommend that, to avoid potential delays, MCA-Mali initiate planning to arrange for clearance or approval from customs that will expedite the movement of project materials and supplies through customs.

We recommend that MCA-Mali review the status of all planned expenditures and cancel any significant operational expenditures, such as the planned building renovation, that are not directly related to project activities.

We recommend that MCA-Mali revise its Procurement Operations Manual to be consistent with the Millennium Challenge Corporation Program Procurement Guidelines, and include the correct thresholds for all procurement methods.

We recommend that MCA-Mali revise its Procurement Operations Manual to describe the numbering process to be used for purchase requisition notes and to require that purchase requisition notes include estimated costs.

We recommend that MCA-Mali revise its vehicle policy to establish proper control and accountability over vehicle use that includes (a) destination signatures by users and (b) accounting for mileage and fuel usage.

We recommend that MCA-Mali establish valid employment contracts for all employees.

We recommend that MCA-Mali develop and implement a plan to fully implement its Manual of Administrative Procedures to ensure that all personnel files are complete, including personnel evaluations, applications, memos of negotiation, and reasons for significant personnel actions.

We recommend that MCC require that all accountable entities have their proposed independent consultants prepare a "Contractor Employee Biographical Data Sheet" and certify that the historical consultant rates presented on such forms are accurate and true, in order to ensure that independent consultants' proposed rates are reasonable and comparable to historical compensation rates.

We recommend that MCA-Mali provide written justification for needing 54 computers for a staff of 35 and explain how the computers are currently being used.

We recommend that MCC develop and implement policies and procedures to ensure that its accountable entities purchase only the minimum type, quality, and quantity of vehicles necessary to accomplish the compact's objectives.

We recommend that MCC (a) clearly communicate to the management of all accountable entities that premium class travel should only be used under unusual circumstances, such as for urgent travel where a trip is in excess of 14 hours and scheduling constraints preclude an en route rest stop, and (b) ensure that all accountable entities do not have travel policies and procedures that would result in charges exceeding those which would be paid in accordance with MCC's travel policies.

We recommend that MCC book hotel rooms for accountable entities' staff at rates within the allowable daily lodging rates established by the General Services Administration.

We recommend that MCA determine the allowability of the $407,767 in questioned costs and recover the amounts determined to be unallowable.