Recommendation Dashboard

USAID's Office of Food for Peace (a) conduct a cost-benefit analysis of using containers to ship all food commodities and (b) take appropriate actions on all future Multi-Year Assistance Programs based on the results of the analysis.

USAID's Office of Food for Peace in conjunction with its cooperating sponsor, develop a plan of action with a timetable to (a) upgrade storage facilities, including roof and wall repairs, and (b) implement measures to ensure that warehouse staff are aware of the Cooperative for Assistance and Relief Everywhere and USAID Office of Food for Peace storage guidelines.

USAID's Office of Food for Peace direct the cooperating sponsor to develop a plan to limit the amount of time between food delivery and distribution and to record the reason(s) for food distributions that take place more than 12 hours after the food delivery.

USAID's Office of Food for Peace direct the cooperating sponsor to develop a list of documents to be retained at the distribution site and require that this documentation is verified during postdistribution monitoring visits.

Office of Food for Peace determine and request from the cooperating sponsor the additional information needed on the loss reports to form a conclusion on whether the loss claims will be waived.

USAID's Office of Food for Peace work with the cooperating sponsor to (a) reconcile the loss amounts reported by Catholic Relief Services and the internal forensics auditor team and determine the correct value and types of commodities that were diverted by Africare staff in October 2007, and (b) determine whether to waive or collect the loss, and implement the decision.

Office of Food for Peace establish and implement a plan to (a) determine and share information on the status of the outstanding marine and port loss claims, and (b) ensure that the Office of Food for Peace staff as well as the cooperating sponsor follow up with U.S. Department of Agriculture on marine and port loss claim reports on a regular basis, perform sufficient review of the claims to determine responsibility for the commodity losses, and ensure that unresolved claims are reviewed and
addressed in a timely manner.

USAID's Office of Food for Peace and its cooperating sponsor develop a plan and timetable for future multiyear assistance programs to (a) sensitize communities benefiting from the food aid, and (b) mark projects and sites supported with food aid.

USAID/Afghanistan negotiate a new memorandum of agreement with the Afghan Ministry of Education to formalize a working relationship between the mission, Creative Associates International, Inc., and the Ministry of Education to be used for accomplishing tasks and activities for the remaining period of the Building Education Support Systems for Teachers
Project.

USAID/Afghanistan require Creative Associates International, Inc., to submit all pertinent information related to all Building Education Support Systems for Teachers Project subcontract modifications for which the mission has not been notified. After receipt of the pertinent information from Creative Associates International, Inc., the mission
should determine and document the acceptability of the subcontract modifications.

USAID/Afghanistan require a closeout audit of the subcontract between Creative Associates International, Inc., and JBS International, Inc.-Aguirre Division related to the Building Education Support Systems for Teachers Project and take all corrective actions detailed in the closeout audit report.

USAID/Afghanistan require Creative Associates International, Inc. and its subcontractors to provide documented proof of compliance with requirements of USAID Automated Directive System 320, "Branding and Marking", or submit a written request to the mission for a waiver from the requirements.

USAID/Pakistan provide immediate written guidance to the contractor and to the Federally Administered Tribal Areas governmental institutions to identify contractual arrangements that would be in force to implement the Capacity Building for the Federally Administered Tribal Areas Development Program as the mission transitions to USAID's new implementation strategy.

USAID/Pakistan develop and issue implementation plans, following best practices, to (1) assign the 260 computers (and related equipment) to the Federally Administered Tribal Areas governmental institutions and (2) transfer the 140 laptop computers to the North-West Frontier Province and ensure that the computer equipment will be used for intended purposes and that maximum benefits will be derived from this equipment.

USAID/Pakistan take immediate steps to confirm the existence of 72 laptop computers. If the laptop computers cannot be produced, the mission should issue a bill of collection to the contractor for $1,400 for each missing laptop.

USAID/Pakistan require the contractor to develop and put into use detailed implementation plans for both the geographic information system and the planning commission database under development for use by the Federally Administered Tribal Areas Secretariat. The plans should identify roles and responsibilities to be carried out by the contractor and others and should contain best practices of systems development, such as obtaining approval by stakeholders, establishing target dates for completing user manuals, training users and administrators, and preparing for the final handover of day-to-day operations and maintenance to the Secretariat.

USAID/Nigeria develop a plan with a timetable to conduct training for all administrative staff and health workers responsible for collecting, compiling, and reporting site data.

USAID/Nigeria develop a plan for cross-checking and verifying reported data used to make management decisions and maintain support of their verification of reported results.

USAID/Nigeria, in conjunction with its implementing partners and the procurement agent, develop an action plan timetable to reevaluate internal controls over commodities management and address the inventory management deficiencies noted during the audit. The action plan should also include activities for raising mission management's and partners' awareness of the necessity of a proactive control environment.

USAID/Nigeria, in conjunction with its implementing partners, review the unsecured items valued at $57,000 and identify any expired or damaged commodities for disposal and unexpired and usable commodities for redistribution to beneficiaries.

USAID/Nigeria determine the allowability of $39,720 in unsupported questioned costs, as identified in the audit report, and recover from the implementing partner any amounts determined to be unallowable.

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.