Recommendation Dashboard

M/OAA/CAS/CAM determine the allowability of the $138,877 in questioned costs ($85,065 ineligible and $53,812 unsupported) identified on pages 25 and 56 of Grant Thornton's audit report and recover from Light and Courage Centre Trust the amounts determined to be unallowable.

M/OAA/CAS/CAM ensures that Light and Courage Centre Trust corrects the eleven material weakness in internal control detailed on pages 33 to 43 of Grant Thornton's audit report.

M/OAA/CAS/CAM ensures that Light and Courage Centre Trust corrects the six instances of material noncompliance detailed on pages 47 to 52 of Grant Thornton's audit report.

USAID/Regional Development Mission for Asia revise the Sapan Program's performance management plan to include performance indicators that reflect all the program's activities. All indicators should be precisely defined so that reported results accurately reflect intended accomplishments.

USAID/Regional Development Mission for Asia work with its contractor to develop and implement a strategy to shift from OPERACY training to capacity-strengthening activities for independent government agencies, civil society organizations, and the media.

USAID/Regional Development Mission for Asia adjust targets in the Sapan Program's performance management plan to reflect the change in the reporting period.

USAID/Regional Development Mission for Asia require the contractor to meet deadlines for reporting results.

USAID/Regional Development Mission for Asia establish ambitious but realistic end-of-program targets for all output and outcome indicators included in the Sapan Program's performance management plan.

USAID/Regional Development Mission for Asia obtain and report baseline data for all ten outcome indicators included in the Sapan Program's performance management plan.

USAID/Regional Development Mission for Asia work with its contractor to improve its procedures for monitoring Sapan Program-sponsored activities. These improved procedures would include closely tracking the participation of training recipients to verify that they receive intended instruction and are not paid when they do not attend.

USAID/Regional Development Mission for Asia quantify the funds spent on flights, hotels, and per diem for the 28 individuals without adequate evidence of attending the sponsored training courses. If the mission determines that these expenses are unallowable, it should collect them, as applicable.

USAID/Regional Development Mission for Asia work with its contractor to establish and implement an action plan for communicating with program participants and conducting follow-up to maximize the effectiveness of sponsored activities.

USAID/Angola designate an individual, in writing, who is responsible for spearheading the mission's efforts to build and manage strategic partnerships and for maintaining the mission's relationship with the Office of Innovation and Development Alliances.

USAID/Angola review Mission Order 203 and update it to address performance management and evaluation requirements, including alternative monitoring activities to mitigate security constraints.

USAID/Angola remind staff members, in writing, of their responsibility to comply with Mission Order 203, until such guidance is superseded.

USAID/Angola develop and implement a strategy for addressing performance management requirements, given the human resources challenges the mission faces.

USAID/Angola remind the Cooperative League of the U.S.A., in writing, of its responsibility to report on progress toward its results, including reporting on its performance indicators quarterly.

USAID/Angola remind agreement officer's technical representatives, in writing, of their responsibility to maintain adequate files.

USAID/Angola contract an independent accounting firm to conduct an agreed-upon procedures engagement of the Municipal Development Program's expenditures.

The agreement officer for the Municipal Development Program remind CARE Angola, in writing, of its obligation to retain records supporting program expenditures for at least 3 years.

USAID/Angola remind staff members, in writing, of their responsibilities to verify that implementers adhere to branding and marking requirements, in accordance with Automated Directives System 320.

The Chief Financial Officer reimburse its Recovery Act obligations for the $100,440 that was incorrectly paid out of the American Recovery and Reinvestment Act Funds (ARRA).

The Chief Financial Officer direct its Cash Management and Payment Division to consult with the Contracting Officer Technical Representative when determining the ARRA obligations from which to disburse payment for invoices that include multiple obligations.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs revise Standards for Global Marking to require that Millennium Challenge Account logos clearly and consistently acknowledge the generosity of the people of the United States.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs revise Standards for Global Marking to require that permanent and durable signage is created and placed at project sites resulting in permanent structures.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs establish and implement procedures for developing, implementing, and approving Millennium Challenge Account communication strategies .

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs revise Standards for Global Marking to include specific criteria for creating Millennium Challenge Account branding and marking manuals.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs revise Standards for Global Marking to require each compact country to create a branding and marking manual.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs establish and implement a policy for oversight responsibilities of branding and marking in each compact country.

We recommend that the Millennium Challenge Corporation's Vice President for Congressional and Public Affairs establish and implement procedures to account for branding budgets and expenditures in its compact countries to provide the Millennium Challenge Corporation and the Millennium Challenge Accounts the cost information to manage its branding and marking efforts.

USAID/Egypt develop and implement an internal control to update consolidated personally identifiable information for employees and dependents as needed, and submit it to the appropriate Embassy personnel.

USAID/Egypt identify and document essential functions and activities, and the minimum resources needed to perform critical operations during emergencies.

USAID/Egypt determine the allowability of questioned costs valued at $4,175 and nonpayment of $1,111, and recover from or remit to the employees amounts as deemed appropriate.

USAID/Egypt provide and document training to financial management employees about regulations governing evacuation entitlements.

USAID/Egypt review and document the work produced by the employee for the 88 hours of regular duty claimed, determine the allowability of payments made, and collect any overpayments.

USAID/Egypt develop, document, and
implement mission procedures for obtaining appropriate approvals for any deviations
from U.S. federal regulations regarding advances for evacuation travel.

USAID/Egypt document the availability ofadvances for U.S. direct-hire staff during evacuations in the mission's procedures onfinancial management advances and accounts payable.

USAID/Egypt include the requirement for the use of the government-sponsored travel card in Section 7 of the AID 5-8 Travel Authorization Form to remind employees of their financial management responsibilities.

USAID/Egypt issue a written reminder to all employees about the possible penalties for not following the guidelines requiring the use of the government-sponsored travel card.

USAID/Egypt determine the type of offense, administer the appropriate penalty, and document it in the appropriate mission or personnel file, if warranted.

USAID/Egypt provide and document training to financial management employees regarding the appropriate supporting documents for financial transactions required to be retained in the mission's electronic filing depository.

USAID/Egypt develop a checklist of relevant documents that financial management employees can use to verify the completeness of a travel voucher package before processing employee reimbursements.

USAID/Egypt revise and implement its intragovernmental transactions recording procedures to require financial management employees to obtain, review, and maintain supporting documentation for all intragovernmental transactions.

USAID/Egypt include guidance regarding the prohibited use of the U.S. Military Postal Service for unaccompanied baggage in Section 7 of the AID 5-8 Travel Authorization Form, when warranted.

USAID/Egypt periodically remind all travelers that they must file a travel voucher within 5 business days of completion of travel or every 30 calendar days during extended travel.

USAID/Egypt include the requirement to submit a travel reimbursement request within 5 business days after travel completion in Section 7 of the AID 5-8 Travel Authorization Form to remind employees of their financial management responsibilities.

USAID/Afghanistan modify the cooperative agreement for the Skills Training for Afghan Youth Project to include the clear, discrete tasks and funding necessary to complete the project early.

USAID/Afghanistan's Office of Social Sector Development remind her staff in writing to document significant meetings, discussions, and decisions.

USAID/Afghanistan remind its acquisition and assistance staff members in writing regarding the importance of confirming that their communication with USAID recipients is accurate.

USAID/Afghanistan finalize and implement the Skills Training for Afghan Youth Project's marking and branding plan.

USAID/Pakistan develop and document a coordinated strategy that links the short-term stabilization program with subsequent, complementary medium- and long-term development programs in the Federally Administered Tribal Areas and Khyber Pakhtunkhwa.

USAID/Cambodia work with the implementer to develop and document end-of-program targets for all of the active performance indicators under the mission's Program on Rights and Justice II.

USAID/Cambodia require, in writing, the implementer of the Program on Rights and Justice II to revise the format of its quarterly progress reports to compare data reported under individual performance indicators with applicable end-of-program targets.

USAID/Malawi develop and implement a plan, which would include adding a vector control specialist to its staff if necessary, to maximize the benefits derived from indoor residual spraying interventions in Malawi.

USAID/Malawi develop and implement a plan with milestones to engage the Malawi Ministry of Health in monitoring the needs of health facilities for insecticide-treated nets and fulfilling those needs expeditiously.

USAID/Malawi develop and implement a plan with benchmarks to track improvements by the Malawi Central Medical Stores and determine the threshold of improvements necessary for USAID to resume using Central Medical Stores for distributing USAID-procured commodities.