Recommendation Dashboard

USAID/Dominican Republic, in conjunction with its counterparts in the Government of the Dominican Republic, develop and implement a plan of action to address improved testing and counseling for pregnant women.

USAID/Dominican Republic develop specific procedures to require that the contracting officer's technical representative and activity manager document the cross-checking and verification of reported data used to make management decisions and maintain support of their verification of reported results.

USAID/Dominican Republic develop and implement a plan to regularly perform and document site visits that includes assessing progress, validating reported data, and verifying partners' monitoring of service providers.

USAID/Dominican Republic establish and implement procedures to require completion of data quality assessments for all performance indicators before the results are submitted for publication in annual or external reports in accordance with applicable guidance.

USAID/Dominican Republic complete and implement an updated performance management plan for its prevention of mother-to-child transmission activities.

USAID/Egypt coordinate with USAID/Jordan to determine the allowability of $3,706 paid to cover travel expenses for the employee's spouse and issue a bill for collection for amounts deemed unallowable.

USAID/Egypt request that employees submit signed written statements to the Office of Financial Management to recertify continued eligibility for separate maintenance allowance benefits prior to processing payments.

USAID/Egypt determine the allowability of $1,049 paid in excess separate maintenance allowance benefits and issue a bill for collection for any amounts deemed unallowable.

USAID/Egypt document the use of the appropriate grant form to terminate separate maintenance allowance benefits, as required.

USAID/West Bank and Gaza determine the allowability of $1,090 paid in excess of separate maintenance allowance paid and issue a bill for collection for any amounts deemed unallowable.

USAID/West Bank and Gaza document the use of the appropriate grant form to terminate separate maintenance allowance benefits, as required.

USAID/West Bank and Gaza determine the allowability of $1,525 and other separate maintenance allowance benefits paid after June 2009 to the employee and issue a bill for collection for amounts deemed unallowable.

USAID/West Bank and Gaza document direction to the human resources' staff to submit requests for separate maintenance allowance benefits for all employees to USAID/Washington's Office of Human Resources for approval.

USAID/Egypt's Offices of Human Resources and Financial Management establish internal controls that require documentation of separate maintenance allowance start and end dates.

USAID/West Bank and Gaza's Office of Financial Management develop procedures to ensure that separate maintenance allowance payments are accurately recorded and adequately tracked in its official accounting systems records.

USAID/Egypt notify its staff about the required use of the updated separate maintenance allowance grant application and required appropriate signatures of eligible family members prior to processing applications and making payments.

USAID/Jordan notify its staff about the required use of the updated separate maintenance allowance grant application and required appropriate signatures of eligible family members prior to processing applications and making payments.

USAID/West Bank and Gaza notify its staff about the required use of the updated separate maintenance allowance grant application and required appropriate signatures of eligible family members prior to processing applications and making payments.

Office of the Chief Financial Officer reimburse its Recovery Act obligations for the $7,860 that was incorrectly paid out of the American Recovery and Reinvestment Act Funds.

Office of the Chief Financial Officer augment its procedures to review, approve and pay ARRA invoices to ensure that the amount of each invoice is reconciled to the total of the Contract Line Item Numbers outlined on the documentation that supports the invoice amount, before the invoice is recorded in the general ledger.

USAID/Guyana require its contractors to develop and implement written procedures for subgrantees' work plans that include approved targets tied to USAID/Guyana's HIV/AIDS program's overall targets.

USAID/Guyana require its contractors to develop and implement a written plan that includes procedures for monitoring subgrantees and for confirming that results are accurate and supported by source documentation.

USAID/Guyana provide and document training and administrative guidance to the Ministry of Health in preparing support documentation that requires the submission of accurate, well-documented results, and

USAID/Guyana report any limitations on data quality when reporting results from the Ministry of Health.

USAID/Guyana provide training to its subgrantees regarding the appropriate methodology to use to calculate and report their results for outreach activities to avoid double-counting and

USAID/Guyana request written reclarification from the Office of the U.S. Global AIDS Coordinator regarding the use of mass-media efforts for outreach results reporting.

USAID/Guyana require its institutional contractor, Community Support and Development Services, Inc., to establish and document a standard code of conduct for all subgrantees with activities affecting orphans and vulnerable children, outlining appropriate and inappropriate conduct in dealing with children in the program.

USAID/Guyana, in the fiscal year 2010 subagreements, include provisions and minimum requirements for cost-sharing contributions.

USAID/Angola develop and implement a plan with milestones to track progress toward meeting its President's Malaria Initiative impact indicators and the overall President's Malaria Initiative goal of reducing malaria-related mortality by 50 percent.

USAID/Angola execute a formal written agreement with the Government of Angola to define responsibilities and accountability over President's Malaria Initiative commodities and clarify the means of recourse in the event of loss.

USAID/Angola recover the estimated $642,706 value for the President's Malaria Initiative commodities already lost.

USAID/Angola reassess and document its policy of assigning the storage and distribution of President's Malaria Initiative commodities to the Government of Angola and decide whether it should continue this policy in light of the significant losses experienced to date.

USAID/Angola develop and implement a written plan to minimize the risk of additional losses of President's Malaria Initiative commodities.

USAID/Angola reassess and document the risk of loss in its current distribution arrangements for mosquito nets including the implementation of additional controls to ensure that the nets reach the intended beneficiaries.

USAID/Angola determine and document the impact of the overstated cases of malaria on its reporting on achievement targets for President's Malaria Initiative goals and intermediate results.

USAID/Angola document and implement use of accurate baseline and results data to report on the impact of its Presidential Malaria Initiative activities on the malaria mortality and morbidity rate in Angola.

USAID/Bangladesh require Chemonics International, Inc. to develop and implement a USAID-approved Use of Program Income Plan that will assist the Smiling Sun Franchise Program to achieve the objective of maintaining and expanding a financially sustainable network of nongovernmental organizations' franchise clinics. In addition, the plan should include procedures for handling competition from other health care organizations that provide some free health services and details as to how the nongovernmental organizations' franchise clinics can generate more revenue to help individual clinics become more self sufficient.

USAID/Haiti obtain quarterly reports on the percentage of distribution sites that have run out of food during the previous quarter and document agreement on actions to address these shortages.

USAID/Haiti obtain quarterly reports on the percentage of distribution sites that were not in compliance with approved ration sizes during the previous quarter and document agreement on actions to address these cases.

USAID/Haiti obtain written evidence that its cooperating sponsor has provided training to the staff at Pwoje Espwa distribution center regarding inventory controls and program policies and procedures.

USAID/Haiti obtain written evidence that its cooperating sponsor has obtained restitution and taken mission-approved legal action in response to the theft of food from Pwoje Espwa.

USAID/Haiti 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, and (b) have developed and implemented written procedures for food distribution.

USAID/Afghanistan develop a plan that will provide sufficient work time for the agreement officer's technical representative assigned to the Afghan Civilian Assistance Program to properly monitor and evaluate the programmatic needs for the program so that it can be implemented effectively and on schedule.

USAID/Afghanistan require the International Organization for Migration to adhere to a schedule in preparing and submitting the required planning and program reporting documents, such as implementation plans, monitoring and evaluation plans, and program reports to help the mission monitor and evaluate the implementation of the Afghan Civilian Assistance Program.

USAID/Afghanistan require the International Organization for Migration to take appropriate action to adequately staff the Afghan Civilian Assistance Program at a level sufficient to provide timely and effective assistance to eligible beneficiaries.

USAID/Afghanistan require the International Organization for Migration to review its policy on the eligibility period for which applicants under the Afghan Civilian Assistance Program can apply and receive benefits to determine whether a more appropriate eligibility period should be used.

USAID/Afghanistan require the International Organization for Migration to review its policy on completed and closed-out grants to determine whether the policy should be revised, and, if appropriate, revise the policy in order that completed grants can be closed out more rapidly.

USAID/Afghanistan require the International Organization for Migration to review its policy on the acceptance of identification from applicants under the Afghan Civilian Assistance Program to determine whether the policy should be revised and, if appropriate, revise the policy to require that national identity cards be used for identification.

USAID/Afghanistan require the International Organization for Migration to review its procedures on the distribution of education and tailoring kits to program beneficiaries, under the Afghan Civilian Assistance Program, to determine whether the kits are being distributed expeditiously and, if not, initiate actions to remedy the distribution.

USAID/Egypt disclose in its performance management plan that the performance result for the financial services project is attributable to cumulative data compiled from multiple sources.

USAID/Egypt develop a plan to verify and document reported results periodically.

USAID/Egypt develop a justification based on a cost-benefit analysis of the registry office's workload data prior to investing any additional foreign assistance funds into automated property registration activities.

We recommend that the MCC Department of Compact Implementation and Division of Finance:
Strengthen the monitoring of the MCA audit process, from submission of the audit plan through issuance of the audit report to ensure timely completion and sufficient time for OIG review, prior to issuing the report to MCC for management comment.
Increase communication between the MCAs, the audit firms, and the OIG to ensure all parties are adequately informed of the progress of all audits in a timely manner. Ensure that the MCAs understand the impact of these audits and how they affect MCC's assessment of overall controls and its financial statement audit.

We recommend that MCC management, in coordination with the U.S. Agency for International Development (USAID), establish effective and periodic communication with MCA and Threshold mission personnel, to emphasize the need for proper documentation to be maintained in the MCA files, and that these documents are readily available and promptly submitted for inspection when requested.

We recommend that MCC Department of Compact Implementation and Division of Finance:
Develop training for MCA Fiscal Agents to ensure proper reporting of re-disbursements on the QFRs to ensure the MCA is only requesting advances for immediate funding needs.
Develop a tracking mechanism to monitor prepayments and to ensure that MCC and NBC personnel are properly reviewing the quarterly submitted QFRs for proper reporting of both the projected needs for advancement of funds and actual re-disbursements of previously advanced funds.

We recommend that the MCC Division of Finance:
Strengthen its quality control reviews over financial statements, notes, and other information presented, to ensure the information received is accurate, complete, and complies with accounting standards and reporting guidance.
Increase communication with USAID to ensure information received has been reviewed and is reliable, in order for MCC to prepare complete and accurate financial statements in accordance with accounting standards and reporting guidance.

We recommend that the MCC Division of HR:
Ensure all HR personnel are aware of the requirement to document and retain the employee exit form in the OPF. In addition, direct HR personnel to obtain completed employee exit form from the Division of Security in a timely manner and document it properly in the employee's OPF.
Direct HR personnel to follow up on all missing items when performing the OPF audits and completing the Purged OPF Check List
Develop and implement a process to monitor and ensure that HR and/or NBC personnel are completing leave audits as required and processing payments for amounts due to, or amounts owed by, separating employees on a timely basis.

We recommend that the MCC Division of HR:
Review its current policies and procedures to ensure that proper authorization and approval of personnel actions are clearly documented on the required forms prior to processing.
Direct HR personnel to adhere to the documented policies and procedures when preparing, reviewing, and approving personnel actions, to ensure reviews and approvals are properly documented.
Provide the necessary training to responsible HR personnel to ensure that they are aware of the need for properly documenting reviews and approvals of personnel transactions.

We recommend that the MCC Division of HR:
Establish a consistent tracking mechanism or other historical file for MCC employees to document all changes in employee benefits that are not documented using standard forms or Employee Express.
Revise current policies and procedures to ensure that supporting documentation for all transactions processed by HR personnel on behalf of MCC employees are clearly documented either in the OPF or other historical file, and are readily available for examination.

We recommend that MCC Division of Finance:
Continue to strengthen, and revise as necessary, policies and procedures for yearend accruals to ensure that all countries, types of funding, and programs are considered when recording estimates for future expenses, and that accruals are reasonably sufficient to cover anticipated costs.
Establish and communicate procedures for the MCAs to require the submission of estimates or payment requests for current period expenses that have not, or will not be recorded until the subsequent year, for each fund type.
Ensure that the accrual amount is adequately and reasonably calculated, clearly documented and supported, and properly reviewed for completeness and accuracy prior to and subsequently after posting to the GL.

We recommend that the MCC Division of Finance:
Inquire of USAID's procedures to resolve the issue of incomplete SF 224 reporting.
Consider revisions to the Memorandum of Agreement (MOA) with USAID to require timely responses upon inquiry by MCC management regarding financial statement audit findings related to Threshold Program transactions.