Recommendation Dashboard

USAID/Haiti review time frames for carbon finance implementation to determine whether expected results can be achieved during the program and modify the contract to reflect realistic achievements or document the reasons for not modifying the contract.

USAID/Haiti implement a plan to resolve delays in activities that must be completed before carbon finance validation and certification can occur.

USAID/Haiti coordinate with Chemonics International Inc. to improve communication, coordination, and partnership among contractors, subcontractors, and partners in the field, or replace a current subimplementer with one that has a greater presence in Haiti and expertise working there.

USAID/Haiti require Chemonics International Inc. to prepare a data quality plan for the baseline report, and review and approve it.

USAID/Haiti implement a plan to support the Bureau of Mines and Energy in developing the certification lab or securing alternate partner(s) to house it.

USAID/Haiti determine whether the charcoal worker alternative livelihood activity is adding cost-effective value to the program, and document the decision to either continue or terminate the activity.

USAID/Haiti implement alternative marketing
strategies aimed at church groups to expand the biomass cookstove market, and expand marketing efforts to other urban community groups and document such efforts.

USAID/Haiti coordinate with Chemonics International Inc. to secure more affordable financing options for large consumers of charcoal to switch to liquid petroleum gas.

USAID/Haiti coordinate with Chemonics International Inc. to strengthen the marketing and outreach plan for large consumers of charcoal by using the resources and expertise of liquid petroleum gas distributors.

USAID/Haiti coordinate with Chemonics International Inc. to examine the perceived conflict of interest related to the liquid
petroleum gas legislation and document conclusions and planned actions, and implement a plan to increase collaboration among industry stakeholders through more discussions and forums.

USAID/Haiti document in writing how it can achieve targets for the number of large consumers of charcoal converted to liquid petroleum gas or set realistic targets for the remainder of the program.

USAID/Haiti implement a policy for mandatory environmental training for all mission staff involved in program management and for reviewing annually that all current staff have attended the training.

USAID/Haiti identify and incorporate risk activities that were not previously part of the approved environmental mitigation plan and report, and amend the initial environmental examination, if necessary, and document all
actions taken.

USAID/Haiti include Chemonics International Inc. employees in the next environmental training session and document their attendance.

USAID/Haiti, in collaboration with Chemonics International Inc., update the program's performance management plan to include needed revisions to the indicator descriptions, collection method, and targets, and implement it to address the indicators' data limitations for evaluating the program's impact.

USAID/Iraq inform Mercy Corps in writing to ask the agreement officer for an allowability determination prior to seeking payment for costs incurred by the International Republican Institute prior to terminating its work in Iraq.

USAID/Iraq implement a written plan to align the project description, budget, work plan, and performance management plan to allow Mercy Corps to plan its activities and give this plan to Mercy Corps.

USAID/Iraq ask Mercy Corps, in writing, to implement a plan to strengthen its internal controls for documenting the technical review process for grants and the reporting of data by key partners and grantees.

USAID/Iraq ask Mercy Corps, in writing, to implement a plan to discuss data integrity and ethics in its compliance and reporting training for new and existing grantees.

USAID/Afghanistan work with international donors to prompt the advertisement and letting of a subcontract under the Enhancing Legal and Electoral Capacity for Tomorrow Phase II Project to address Independent Electoral Complaints Commission support requirements in a way that mitigates potential conflicts of interest.

USAID/Afghanistan coordinate with the Government of Afghanistan and the international donor community to implement a plan for supporting broad-based civic outreach and education with a focus on increasing commitment to a genuine electoral process, particularly in predominantly Pashtun areas.

USAID/Afghanistan work with international donors to finalize and implement plans for supporting independent domestic observer organizations.

USAID/Afghanistan work with the Government of Afghanistan and other international donors to identify and help meet targets for women in key electoral roles, and implement plans for the recruitment and training of needed female poll workers, voter educators, observers, and complaints commission personnel, as well as for the training of female candidate agents.

USAID/Afghanistan develop a contingency plan to address critical, time-sensitive electoral support needs that may emerge during the current electoral cycle in consultation with the Government of Afghanistan and the international donor community.

USAID/Afghanistan reevaluate and document any adjustments to its elections and political processes programming in light of Afghanistan's continuing use of the single, nontransferable voting system.

USAID/Afghanistan work with other international donors to implement a transition plan for assistance under the Enhancing Legal and Electoral Capacity for Tomorrow Project - Phase II to the Independent Electoral Commission that addresses possible staffing and funding limitations to enable it to operate effectively beyond the current electoral cycle.

USAID/Afghanistan assess whether future efforts to promote the financial sustainability of the Afghan Women's Organization for Supporting Democracy, the Toran Afghanistan Developmental and Educational Organization, and the Afghanistan Youth National Social Organization would support elections and political processes portfolio objectives and implement corresponding plans as appropriate.

USAID/Afghanistan reevaluate plans for support to political parties, adjust them as appropriate, and document any changes.

USAID/Afghanistan work with Afghanistan Electoral Reform and Civil Advocacy Program officials to meet the reporting requirements specified in the program award and performance management plan.

USAID/Jordan require a formal commitment from the Jordanian Association for Family Planning and Protection to specific sustainability measures (e.g. price increases) as a condition of receiving additional assistance under the agreement.

USAID/Jordan document a decision on how to use remaining project funds to expand assistance to a diversified group of family planning organizations.

USAID/Jordan conduct the required data quality assessments for indicators reported to Washington.

USAID/Jordan conduct an assessment of other key indicators reported by Abt Associates Inc. for which data quality issues were identified, including an evaluation of each indicator's gender-disaggregated data.

USAID/Jordan require Abt Associates Inc. to provide USAID/Jordan with documentation demonstrating that it has included mandatory language in its subawards.

USAID/Jordan provide and document refresher training during the mission's regularly scheduled agreement and contracting officer's representative training sessions on standard provisions required to be included in subawards.

USAID/Jordan issue a letter to all implementing partners reminding them that not including mandatory provisions in subawards is a serious violation of their award terms and conditions, and is subject to severe administrative and legal remedies, including suspension or disallowance of
payments for subcontracts, imposition of liquidated damages, and termination for default.

USAID/Jordan implement procedures to confirm that Abt Associates Inc. is entering required data in the Training Results and Information Network.

USAID/Colombia work with Tetra Tech to modify the overall budget and work plan to take into account the low level of spending during the initiative's first 2 years and the necessary changes in the budgets of each regional office.

USAID/Colombia issue to all its implementers the USAID Counter-Trafficking in Persons Field Guide, which includes guidance on how to report suspected cases of trafficking through the Office of Inspector General Hotline.

USAID/Mozambique work with project stakeholders, including Abt Associates and the provincial health directorates in Sofala, Manica, and Tete, to implement a plan with benchmarks, for transferring the project's support for health delivery activities to the Government of the Republic of Mozambique.

USAID/Mozambique implement cost-effective tools to measure the progress of capacity-building activities under the Clinical HIV/AIDS Services Strengthening Project in Sofala, Manica, and Tete Provinces.

USAID/Mozambique obtain evidence from Abt Associates that required annual financial audits of USAID resources managed by the provincial health directorates in Sofala, Manica, and Tete Provinces for 2011 and 2012 have been completed.

USAID/Mozambique issue to Abt Associates written requirements for getting USAID approval for modifying or entering into secondtier subagreements.

USAID/Mozambique amend the Clinical HIV/AIDS Services Strengthening Project in Sofala, Manica, and Tete Provinces cooperative agreement to include the provision required by the Tiahrt Amendment.

USAID/Central Asian Republics direct its country office in Tajikistan to approve a final performance management and evaluation plan for the Family Farming Program. At a minimum, this plan must clearly define each indicator, including what data should be collected and how it should be measured, and establish baselines for all performance indicators specified in the plan to facilitate the measurement of progress.

USAID/Central Asian Republics direct its contractor to implement a strategy to improve the reliability of the Family Farming Program's reported results. At a minimum, this strategy should include measures for verifying the results maintained in the Feed the Future Global Database and reconciling any differences between them and those reported in the contractor's annual reports, verifying that the data collected under each performance indicator are appropriate and consistent with the definition in the program's performance management and evaluation plan, and developing a centralized system for documenting and consolidating data from the field, with procedures for verifying the results regularly.

USAID/Central Asian Republics direct its country office in Tajikistan to conduct a data quality assessment of the results reported under the performance indicators for the Family Farming Program.

USAID/Central Asian Republics require the contractor to implement a plan including dates for providing water user associations with enough signs bearing the USAID logo and verifying that signs have been affixed to all irrigation gates restored under the Family Farming Program's water management activities.

USAID Office of Food for Peace modify the Strengthening and Accessing Livelihoods Opportunities for Household Impact cooperative agreement to require Catholic Relief Services to disaggregate annual performance data, progress reports, and distribution plans by implementing partner.

USAID Office of Food for Peace determine whether the various methods of distributing maternal and child food rations currently used in Madagascar meet USAID's goals and issue guidance to Catholic Relief Services to revise the distribution strategy as necessary.

USAID Office of Food for Peace evaluate potential alternative structures for its future food security programs in Madagascar, determine the most appropriate option, and document the results.

USAID Office of Food for Peace clarify, in writing, roles and responsibilities for program monitoring in the absence of a Food for Peace officer at USAID/Madagascar.

USAID Office of Food for Peace adopt a plan to track and implement recommendations emanating from program evaluations and data quality assessments in Madagascar.

USAID Office of Food for Peace require Catholic Relief Services to update its initial environmental examination to include a section on warehouse fumigation and other pesticide use.

USAID Office of Food for Peace verify that its Food for Peace officers have received environmental compliance training.

USAID Office of Food for Peace implement a plan to confirm that its recipients in Madagascar adhere to approved branding and marking plans.

USAID Office of Food for Peace and
USAID/Madagascar disseminate guidance clearly outlining procedures and responsibilities for resolving commodity losses and issues with commodity quality.

USAID Office of Food for Peace implement a plan with milestones to resolve outstanding commodity losses and issues of sorghum quality in Madagascar.

USAID Office of Food for Peace determine the allowability of $81,091 in ineligible questioned costs arising from commodity losses and recover from Catholic Relief Services any amounts determined to be unallowable.

USAID/Madagascar implement a plan to include steps on commodities and engage Food for Peace staff in its annual Federal Managers' Financial Integrity Act of 1982 internal control assessments.

USAID Office of Food for Peace contract an independent accounting firm to conduct a financial audit, in accordance with Office of Inspector General policies, of the Strengthening and Accessing Livelihood Opportunities for Household Impact program expenditures since the award began.

USAID Office of Food for Peace request that Catholic Relief Services to disclose the names of people terminated for professional misconduct to USAID's Compliance Division for suspension or debarment action.

USAID Office of Food for Peace determine the allowability of $2,390 in ineligible questioned costs pertaining to falsified training expenses and recover from Catholic Relief Services any amounts determined to be unallowable.

USAID Office of Food for Peace determine the allowability of $3,615 in ineligible questioned costs identified in Catholic Relief Services' forensic audit, and recover from Catholic Relief Services any amounts determined to be unallowable.

USAID Office of Food for Peace implement a plan with milestones to improve precision and reliability of performance data reported for its food security program in Madagascar.

USAID/Jamaica, in conjunction with the Ministry of Education, use lessons learned from the Basic Education Project to implement targets and performance indicators for the follow-on project that represent the intended results clearly and adequately.

USAID/Jamaica include in the scope of work for the follow-on project a requirement to build capacity within the Ministry of Education to monitor school performance in the classroom.

USAID/Jamaica determine the amount of the fee that should not have been paid to the contractor based on uncompleted work, make a management decision regarding the allowability of these costs, and recover the amounts determined to be unallowable.

USAID/Jamaica verify that Juarez & Associates has corrected all procurement and inventory deficiencies identified in this report and document results.

USAID/Jamaica make a management decision regarding the overpayment of purchases totaling $11,977 and recover from the contractor the amounts determined to be unallowable.

USAID/Jamaica obtain a final inventory listing and conduct a physical inventory to verify the location of all equipment and supplies purchased.

USAID/Jamaica investigate and furnish a written report of all incidents of loss, damage, destruction, or theft of the property purchased under this project and recover those costs.

USAID/Jamaica, in conjunction with the Ministry of Education, implement a monitoring and oversight plan for the follow-on project to confirm that it achieves its desired results.

USAID/Pakistan implement a plan to continuously engage the Government of Pakistan to protect distribution companies from political influences, and to facilitate the distribution companies to operate under a more business-like model.

USAID/Pakistan implement cost-effective management controls to perform timely monitoring and oversight of the program.

USAID/Pakistan implement a plan to independently review and verify data reported by the contractor.

USAID/Pakistan implement a plan to audit the Power Distribution Program's locally incurred costs and review the contractor's procurement system.

USAID/Pakistan require International Resources Group to stop billing USAID/Pakistan for overtime pay.

USAID/Pakistan determine the allowability of
ineligible questioned costs of $110,400 - $81,225 billed for overtime and $29,175 for weekend pay and recover from International Resources Group any amounts determined to be unallowable.

USAID/Pakistan implement a detailed plan to
carry out Component 3 of the Power Distribution Program, with clearly defined deliverables that the mission can track and measure for timeliness and benefit.