Recommendation Dashboard

USAID/Haiti clarify and document with RTI International the mission's specific expectations regarding the further development of curricula and materials.

USAID/Haiti require RTI International to complete a staffing plan to confirm that the project has employees with appropriate experience in developing and implementing curriculum materials.

USAID/Haiti require RTI International to implement a plan to mitigate the negative impact on the project's research findings of not fully implementing community-based activities for Treatment 2 schools or conducting adequate ongoing teacher monitoring.

USAID/Haiti in conjunction with RTI International implement a detailed work plan that links each of the contract's performance requirements, standards, and deliverables to the milestone payment schedule.

USAID/Haiti work with RTI International to review and revise as appropriate each of the 17 performance indicators, implement targets for each indicator, and instruct RTI International in writing to collect data and report progress made against each of the performance indicators, including disaggregating data by development corridor and gender in quarterly progress reports.

USAID/Haiti instruct RTI International in writing to implement procedures for recording accurate data for participants who successfully complete training.

USAID/Haiti complete the Contractor Performance Assessment Report for RTI International in accordance with Automated Directives System 302.

USAID/Haiti's contracting officer give RTI
International a written notice that it implement a written plan that corrects the nonperformance issues in time to meet the contract's delivery requirements.

USAID Chief Information Officer modify the AIDNet system security plan so that it is consistent with the requirements of Automated Directives System 545 for user lockout.

The Director of Acquisition and Assistance reconfigure GLAAS to automatically lock all GLAAS user accounts after the designated number of unsuccessful logon attempts as defined in Automated Directives System 545, "Information System Security."

The Director of Acquisition and Assistance modify the GLAAS configurations manual so it is consistent with the requirements of Automated Directives System 545, particularly for user lockout.

The Director of Acquisition and Assistance provide training to system administrators on Automated Directives System 545, "Information System Security," to include understanding the risks of allowing more than the designated number of unsuccessful logon attempts.

The Chief Financial Officer, with the assistance of the responsible Phoenix system administrators, create and document a system administration manual for managing the roles, rights, and privileges of Phoenix system users.

USAID/Guinea, in coordination with Consortium for Elections and Political Process Strengthening, revise the program work plan to achieve its goals based on political realities in the country.

USAID/Guinea document an assessment to determine whether program activities are viable given political realities in the country, and modify the agreement to update program activities and funding accordingly.

USAID/Guinea, in coordination with USAID/Senegal's Regional Financial Management Office, review and document program disbursements as of February 28, 2014, to confirm funds were used for immediate disbursement needs, and collect any identified excess funds.

USAID/Guinea, in coordination with USAID/Senegal's Regional Financial Management Office, implement procedures that require Consortium for Elections and Political Process Strengthening to comply with USAID's advanced funds policies, and verify and document on a semiannual basis that advanced funds are used for immediate disbursement needs.

USAID/Guinea, in coordination with Consortium for Elections and Political Process Strengthening, approve a monitoring and evaluation plan with program indicators that align with the activities included in the work plan, and integrate gender-disaggregated targets when applicable.

USAID/Guinea implement procedures to verify that Consortium for Elections and Political Process Strengthening collect and retain appropriate, sufficient evidences to document program activities.

USAID/Ecuador document the challenges faced in improving livelihoods in its final report and upload the evaluation to the Development Experience Clearinghouse.

USAID/Ecuador, in conjunction with Chemonics, update the definition of the leverage indicator to include only resources leveraged during the life of the program, classify nonprofits as public institutions and for-profits as private institutions, disaggregate private and public resources leveraged when reporting, and report revised figures in its final report; it should then document all four actions.

Policy Division of the Office of Acquisition
and Assistance update Automated Directives System Chapters 302 and 303 to include definitions and criteria for identifying and classifying leverage requirements in contracts and assistance agreements outside of formal Global Development Alliance activities.

USAID/Pakistan work with the International Food Policy Research Institute to implement a plan for establishing provincial subcommittees comprising policy makers and representatives of research institutions, civil society organizations, and the private sector.

USAID/Pakistan work with the International Food Policy Research Institute to obtain a list of research organizations that would be interested in offering program training.

USAID/Pakistan work with the International Food Policy Research Institute to train instructors and provide course outlines for training that research organizations can begin offering, and document its actions.

The Office of Security develop, implement, and document a sampling method for reporting classification decisions that can be projected to the total population of classifiers at USAID.

The Office of Security train employees who are required to report information on classification decisions to make sure they understand their reporting duties, and document such training.

The Office of Security update Automated Directives System 568 to state that inspections of classified documents shall be conducted using a representative sample.

The Office of Security conduct inspections of classified information using a formal process with a representative sample, and document the results of the testing.

The Office of Security implement a procedure to work with the Chief Information Office during inspections to sample users of the electronic system (ClassNet) and test for overclassification and classification markings.

The Office of Security identify documents marked incorrectly during inspections and explain proper marking to employees performing the classifications, and document the results.

The Office of Security identify employees who perform a large quantity of derivative classifications, and enforce proper management of classified information by including it as an element in their performance evaluations.

The Office of Security publish USAID's classification guide during fiscal year 2014.

The Office of Security update Automated Directives System 568 to reflect the Agency's current requirements for employees recording classification decisions.

Office of Security work with the Chief Information Office to train ClassNet users on how to use the marking tool, and document such training.

The Office of Security provide customized original classification authority training annually to original classifiers, and document they have completed the training.

USAID/Nicaragua work with University Research Co. LLC to provide technical assistance, training, and guidelines to grantees on data verification and quality control, and document all such activities.

USAID/Nicaragua work with University Research Co. LLC to distribute to grantees best practices and lessons learned on using the database.

USAID/Nicaragua work with University Research Co. LLC to define which participants to count as trained for each module, and update the Training Results and Information Network to reflect this new definition.

USAID/Nicaragua provide and document training for its staff on using and monitoring the Training Results and Information Network.

USAID/Nicaragua establish a process to validate data that implementers enter into the Training Results and Information Network.

USAID/Nicaragua give all implementers the
Counter-Trafficking in Persons Field Guide, which includes guidance for reporting suspected cases of trafficking through the Office of Inspector General Hotline, and document the distribution.

USAID/Nicaragua disseminate a fact sheet highlighting services available in Nicaragua that assist victims of trafficking and other people in need, and document its actions.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, (1) implement comprehensive, specific guidance for Millennium Challenge Accounts on key staff compensation practices such as determining salaries, conducting performance evaluations, and awarding performance-based bonuses, and (2) determine and document if and how the Millennium Challenge Corporation should use compensation specialists to help develop the guidance.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, require Millennium Challenge Account fiscal accountability plans to (1) explicitly define the roles and responsibilities for all those involved in the oversight process for Millennium Challenge Account key staff compensation decisions, and (2) address the role of compensation specialists and how and when the Millennium Challenge Accounts should use them.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, require Millennium Challenge Accounts to conduct and document periodic reviews to verify that those who have oversight responsibilities are fulfilling their duties.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, implement a training plan for Millennium Challenge Account officials with oversight responsibilities for compensation practices and decisions.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, implement an action plan to complete the hiring of key staff before compact implementation in accordance with its Guidelines for Accountable Entities and Implementation Structure

We recommend that the Vice President of Compact Operations document a comprehensive, systematic approach to confirm that compact records, including key staff records, are retained at Millennium Challenge Corporation headquarters in compliance with its Policy and Procedures for Compact-Related Federal Recordkeeping.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, designate a Millennium Challenge Corporation employee to be responsible for overseeing Millennium Challenge Account compensation.

We recommend that the Millennium Challenge Corporation's Vice President, Department of Compact Operations, implement a systematic method of sharing information about Millennium Challenge Account staffing and compensation materials, tools, and approaches among headquarters and Millennium Challenge Account employees.

USAID/Senegal implement a plan to ensure that its technical offices perform necessary management responsibilities, including maintaining adequate files.

USAID/Senegal implement a plan to document its quarterly review of Research Triangle Institute's cost-share contribution. This review should include steps to request supporting documentation for the amount reported and to verify that the reported items comply with the agreed-upon elements for the project.

USAID/Senegal determine the allowability of the $251,713 in ineligible questioned costs included in the project's cost-sharing contribution and collect from Research Triangle Institute any amount deemed unallowable.

USAID/Senegal require its partners to include in their periodic progress reports a discussion of the sustainability of activities. This discussion should identify any obstacles to sustainability and actions to address them.

USAID/Senegal, in coordination with Research Triangle Institute, implement a plan to resolve the problems impeding operations of the regional training centers.

USAID/Senegal notify the Ministry of Education, in writing, of its intention not to build regional training centers in project areas.

USAID/Senegal, in coordination with Research Triangle Institute, develop clear and user-friendly documents for teachers and school administrators to use in carrying out the remedial course.

USAID/Senegal, in coordination with Research Triangle Institute, implement a plan to retrain teacher trainers in the proper administration of the remedial course and its accompanying tool kit. This plan should include a schedule for carrying out additional teacher-retraining sessions.

USAID/Senegal, in coordination with Research Triangle Institute, implement a plan to verify that the final results reported by the project comply with USAID data quality standards.

USAID/Afghanistan perform and document an analysis to identify a more economical and affordable fuel supply that would allow the Tarakhil Power Plant to increase its operations and generate power on a regular, sustainable basis.

USAID/Afghanistan implement a strategy to strengthen the capacity of Tarakhil Power Plant staff to maintain key control systems. At a minimum, this strategy should include training to help technical staff diagnose and troubleshoot control system malfunctions on their own and steps to be taken, by both USAID and Da Afghanistan Breshna Sherkat, to make a software/systems engineer available to the power plant to assist with control system malfunctions and follow up on ongoing system-related issues.

USAID/Afghanistan implement a training strategy, which includes milestone dates, for equipping staff at the Tarakhil Power Plant with the skills to operate and maintain the plant sustainably.

USAID/Afghanistan implement a strategy, which includes milestone dates, to repair or replace the Tarakhil Power Plant's maintenance management system, provide plant staff with further training and supervision in the use of this system to enable them to manage Tarakhil's inventory control functions on their own, and facilitate a comprehensive inventory of the plant's spare parts, supplies, and nonexpendable assets.

USAID/Afghanistan ask the utility company's management to provide a plan, including milestone dates, outlining the steps it will take to strengthen the management support it provides to the Tarakhil Power Plant. At a minimum, this plan should include identification and procurement of needed critical spare parts for the plant's inventory, development of a detailed annual operating budget for the plant, operation of all plant generators for a minimum of 4 hours per month, and review of the staffing patterns at Tarakhil to assess, with input from the plant manager, whether existing staff possess the skills required for their positions and whether additional staff are required in certain areas.