Recommendation Dashboard

USAID/Nepal work with World Wildlife Fund to increase the final target for Hectares of biodiverse area under improved management to reflect an ambitious, achievable result expected under the Hariyo Ban Program.

USAID/Nepal work with World Wildlife Fund to create standard reporting procedures for program income earned under the Hariyo Ban Program.

USAID/Nepal work with World Wildlife Fund to develop new guidance for cooperatives receiving revolving funds, including requirements to use funds in a timely manner and limit administrative expenses.

USAID/Nepal require the World Wildlife Fund to set performance targets or milestones for activities funded by Windows of Opportunity grants to gauge how successful they are in contributing to the Hariyo Ban Program's objectives.

USAID/Nepal require World Wildlife Fund to contract audits of its subrecipients Federation of Community Forest Users Nepal and National Trust for Nature Conservation for the fiscal years ending June 2013 and June 2014, and verify that an audit is completed for every subrecipient spending more than $300,000 in one fiscal year. The audits should be conducted in accordance with the Guidelines for Financial Audits Contracted by Foreign Recipients, dated February 2009.

USAID's Bureau for Policy, Planning, and Learning, as part of its next planned country development cooperation strategy policy revision, survey relevant Washington and mission staff to find ways to streamline the process to address these issues, and make sure these changes are written into the updated policy.

USAID's Bureau for Policy, Planning, and Learning work with relevant Washington staff to develop a written process and plan for reviewing and commenting on country development cooperation strategies, and set deadlines for getting feedback.

USAID's Bureau for Policy, Planning, and Learning define, track, and update regularly the complete list of USAID countries and regional missions and maintain a list of those granted exemptions from having country development cooperation strategies.

USAID's Bureau for Policy, Planning, and Learning revise policy to include documentation required to exempt a mission from having a country development cooperation strategy, as well as verification, approval, and tracking procedures.

USAID's Bureau for Policy, Planning, and Learning coordinate with the Administrator and Office of Budget Resources and Management to determine how to increase the focus on local priorities considering budgetary constraints, and document the results.

USAID's Bureau for Policy, Planning, and Learning revise policy to clarify how local priorities and budget are weighted and to what extent the country development cooperation strategy should reflect these needs, and include guidance on increasing focus on local priorities, as needed, based on its coordination efforts with the Administrator and Office of Budget Resources and Management.

USAID/Zambia implement a coordination strategy for its HIV program to help implementers avoid duplicating activities.

USAID/Zambia review the implementation strategy of its Partnership for Integrated Social Marketing Project and make changes to its community-based distribution program.

USAID/Zambia analyze the competing demands on contracting officer's representatives' time and implement solutions to make sure it has sufficient resources to perform fundamental oversight tasks.

USAID/Zambia require its contracting officer's representatives to complete USAID's records management training course and update project files to include the required documents.

USAID/Zambia, in collaboration with Population Services International, implement procedures to improve the tracking of HIV commodities, which includes using stock cards for all commodities stored in its warehouses.

USAID/Zambia, in collaboration with Population Services International, implement cost-effective procedures to address the environmental hazards at its central warehouse in Lusaka.

USAID/Zambia, in collaboration with Population Services International, implement procedures to improve the legibility of lot numbers and expiration dates stamped on commodities.

USAID/Peru adjust its ProDecentralization Project's remaining work plans to include a civil service law awareness campaign and provide technical assistance on how to implement the law.

USAID/Peru incorporate private sector involvement into the ProDecentralization activities and track them accordingly.

USAID's Chief Financial Officer either configure webTA so it prevents employees and supervisors from validating and certifying timesheets that include premium pay hours that have not been submitted and approved in accordance with webTA procedures and document the results or document the acceptance of the risk of not doing so.

USAID's Chief Financial Officer conduct a documented review of the 151 pay provider validation rules in webTA; make a written
determination on which rules apply to Agency operations, and based on that, document an approved webTA baseline set of controls.

USAID's Chief Information Officer, through the cognizant contracting officer, modify the written webTA contract to require the webTA vendor to provide detailed explanations of each pay provider validation rule, including the impact of each on the submission and approval of requests and the validation and approval of timesheets.

USAID's Chief Financial Officer coordinate with the Chief Human Capital Officer and the Chief Information Officer to designate in writing a responsible office for developing and enforcing premium pay policies and procedures, and update USAID's Automated Directives System 472 and 626, including mandatory internal references, accordingly.

USAID/Cote d'Ivoire, in coordination with USAID/West Africa's Regional Assistance and Acquisition Office, sign Modification 3 after verifying that it includes updated plans and a revised budget for construction activities.

USAID/Cote d'Ivoire document its intention to award the American Institutes for Research a no-cost extension to allow sufficient time to complete planned construction activities. If approved, the extension should require the American Institutes for Research to develop and implement a mission-approved schedule for construction.

USAID/Cote d'Ivoire, in coordination with the American Institutes for Research and the Ministry of Education, implement a memorandum of understanding to establish roles and responsibilities that aligns with the cooperative agreement.

USAID/Cote d'Ivoire, in coordination with USAID/West Africa's Regional Financial Management Office, review and document program disbursements as of June 30, 2014, and confirm that the implementer used funds appropriately.

USAID/Cote d'Ivoire train its staff to use PhoenixViewer to monitor payments to the implementer.

USAID/Cote d'Ivoire implement procedures to provide financial oversight of the program. These procedures should include verifying that the American Institutes for Research submits quarterly federal financial reports as required and that the agreement officer's representative compares these reports to the Agency's online financial reporting system.

USAID/Colombia document and implement a plan of action, with milestones, for the remainder of the program, to address the land titling plans that were submitted to the Colombian Government for approval.

USAID/Colombia determine the allowability of
$2,086,829 in ineligible questioned costs for subawards that were not competed, and recover from ACDI/VOCA any amounts deemed unallowable.

USAID/Colombia review all subawards issued by the Afro-Colombian and Indigenous Program that were awarded without competition and determine whether an adequate justification for exception to competition exists, take remedial action, including recovering any costs deemed unallowable, and document the results.

USAID/Colombia issue a written notice to ACDI/VOCA of its responsibilities related to competition, and document any exceptions to competition.

USAID/Colombia instruct ACDI/VOCA in writing to provide proper documentation supporting training lasting more than 1 day to USAID.

USAID/Colombia determine whether the midterm evaluation should be conducted as planned, make changes if appropriate, and document the results.

USAID/Pakistan work with the Sindh government to implement a written contingency plan engaging the Jacobabad Institute's board of governors to protect the U.S. Government-provided medical equipment and furniture after installation.

USAID/Pakistan consult and collaborate with the Sindh government to implement a written strategy for the long-term sustainability of the Jacobabad Institute of Medical Sciences.

USAID/Pakistan consult with the Karachi Medical Center's management to implement a written plan to identify and address construction and workmanship deficiencies.

USAID/Pakistan inspect the Jacobabad Institute of Medical Sciences before its construction warranty period expires, and document and address the inspection findings.

USAID/Pakistan hire an independent electrical engineer to determine whether the primary and backup power systems meet the needs of the Jacobabad Institute of Medical Sciences and document the findings. Subsequently, USAID/Pakistan should take appropriate action to address the findings.

USAID/Pakistan determine the allowability of and recover from CDM Constructors Inc., as appropriate, ineligible questioned costs of $1.6 million.

USAID/Pakistan implement written procedures for its staff to determine and use correct exchange rates for local contracts priced in Pakistani rupees and billed in U.S. dollars.

USAID/Pakistan implement written procedures for its Islamabad Office of Acquisition and Assistance to verify that independent government cost estimates have been prepared.

USAID/Honduras implement a plan to complete the baseline survey and collect relevant data before follow-on Feed the Future projects start or require the implementer to collect data during the first 6 months of the project to establish realistic targets and document their decision.

USAID/Honduras review and evaluate Fintrac Inc.'s work plans to determine whether to adjust indicator targets and or the fixed fee, and document its justifications.

USAID/Honduras implement a plan of action for acquiring permanent license plates for all vehicles before the follow-on projects start.

USAID/Honduras assess and document whether to implement additional indicators and targets to measure the project's impact on increasing beneficiaries' incomes and assets as part of the follow-on awards for Feed the Future and implement if appropriate.

USAID/Honduras incorporate into the follow on
awards a procedure to assess the project's effectiveness in building the capacity of local nongovernment organizations.

USAID/Honduras evaluate and document whether to include the leveraging of private-sector funds as a requirement, and develop an indicator and target to measure the project's success in achieving this requirement as part of its follow-on awards.

USAID/Honduras incorporate into its follow-on
awards for Feed the Future projects the requirement that implementers submit a
security plan and budget for security-related personnel and equipment to USAID for review and approval.

USAID/Honduras provide full context of Fintrac Inc.'s performance, specifically on the outcome indicators, in the remainder of its ratings.

USAID/Indonesia direct Development Alternatives Inc. to work with community organizations to implement a schedule for sludge removal to maximize the use of the equipment, and establish a fee structure and compensation plan for machine operators.

USAID/Indonesia work with Development Alternatives Inc. to implement a plan that will expedite activities associated with construction of the sewer system.

USAID/Indonesia work with Development Alternatives Inc. to coordinate its activities with local government institutions and other donors in areas with similar projects, and document the results.

USAID/Indonesia conduct and document a data quality assessment of the project's performance indicators.

USAID/Indonesia instruct Development Alternatives Inc. to provide and document training to its staff on how to enter project information into its database.

USAID/Indonesia approve the microfinance action plan lowering the targeted number of low-income households with access to microfinance loans.