Recommendation Dashboard

USAID/Pakistan evaluate the implementing mechanism for the program and determine how to restructure it to realize efficiencies in program implementation

USAID/Pakistan establish performance indicators and Procedural targets for each activity implemented by the Community Rehabilitation Infrastructure Support Program, and document that the results of these activities are included in the mission's performance management plan.

USAID/Pakistan develop and implement an action plan to determine the best use for the equipment and furniture at the Khyber Institute of Child Health.

USAID/Pakistan revise the activity approval process to include a sustainability analysis for all infrastructure activities implemented under this program, regardless of the funding level.

USAID/Pakistan review the list of all educational institutions receiving assistance with construction supervision under the program's Infrastructure Support and Capacity Development Project to determine whether any are religious institutions, and recover any costs deemed unallowable.

USAID/Pakistan develop and implement a plan to increase awareness among mission and implementing partner staff of USAID's policy prohibiting the funding of religious activities

USAID/Pakistan determine whether to amend or follow the program's internal control procedure requiring the mission director's approval for all activities that exceed $500,000.

The mission obtain an updated marking plan from the implementing partner within 90 days, and implement a plan to monitor the status of the implementing partner's marking plan.

USAID/Pakistan modify the cooperative agreement to require that cost-sharing contributions for all activities be calculated on a flexible, case-by-case basis.

USAID/Pakistan notify the program's implementing partner that the previously submitted cost-sharing contributions totaling $4.7 million are ineligible, and amend the program's financial reports.

USAID/India determine which of the outstanding benchmarks can reasonably be achieved in the time left in the project, and adjust timelines or cancel the benchmarks and deobligate and reprogram
associated funds.

USAID/India determine the feasibility of continuing the voucher scheme activity in Uttarakhand, and if not feasible, deobligate and reprogram the $208,150 associated with the activity.

USAID/India review its obligations and needs for Phase III of the Innovations in Family Planning Services Project and deobligate any unneeded funds.

USAID/India define, in writing, procedures to improve USAID/India's valuation of benchmarks in Phase III of the Innovations in Family Planning Services Project.
Procedures should include: (1) reviewing state
society estimates for errors, (2) verifying that
extraneous management fees are not included in
the benchmark valuations, and (3) establishing
agreed-upon percentages for management fees,
along with a justification for the established
percentages.

USAID/India deduct the benchmark valuation error of $73,860 identified in this finding from future performance-based disbursements.

While we accept the mission's determination that
the $40.1 million in Agency savings belongs to the
Government of India, we nevertheless recommend
that USAID/India, the Government of India, and
the State Innovations in Family Planning Services
Agency establish a transition/sustainability plan for family planning activities that includes spending the $40.1 million on such activities.

USAID/Afghanistan determine the allowability and recover, as appropriate, questioned costs of $6,563,050.00 ($6,294,472.00 as ineligible cost and $268,578.00 as unsupported cost) detailed on pages 4 through 20 of the report.

USAID/Namibia update its procedures for the annual work plan review process to include a requirement for the completion and review of an exit plan for any implementing partner that provides direct assistance to Government of Namibia ministries.

USAID/Namibia remind IntraHealth, in writing, of its responsibilities under its agreement to ensure that required audits are performed, and request notification from IntraHealth when prior audits have been completed.

USAID/El Salvador develop indicators that measure the impact of the education program in future mechanisms.

USAID/El Salvador correct the reporting of training numbers in the Performance Plan and Report going forward to reflect the definition.

USAID/El Salvador, in conjunction with the Government of El Salvador, develop clear guidelines and procedures governing time and resources allowed for reviewing drafts when deliverables include host government approvals.

USAID/El Salvador make a management decision regarding how to resolve the $1,010,938 in ineligible cost-sharing contributions reported as of September 30, 2010.

USAID/El Salvador make a management decision with regard to $437,693 in unsupported cost-sharing contributions that were not made as of September 30, 2010, and recover from the implementing partner the amount determined to be unallowable.

USAID/El Salvador make a management decision with regard to any ineligible cost-sharing contributions that were not made as of September 30, 2010, and recover from the Academy for Educational Development the amount determined to be unallowable.

USAID/El Salvador require the Academy for Educational Development to develop a methodology for establishing cost-sharing contributions that is reasonable and does not include cost elements that exceed actual market value.

USAID/Iraq revise its performance monitoring plan to include performance indicators and targets for reaching poor borrowers for the remaining two years of the Provincial Economic Growth Program, particularly for microfinance institutions that have attained performance targets for financial sustainability.

USAID/Iraq require the contractor to update its performance monitoring plan to specify data review mechanisms, identify any known data limitations, and clarify data sources.

USAID/Iraq perform a data quality assessment of the jobs performance indicator: number of jobs (new and existing) that are sustained at firms receiving microloans.

USAID/Sudan direct Management Sciences for Health to provide a training plan with benchmarks and timeframes to increase the number of deliveries attended by a skilled birth attendant.

USAID/Sudan eliminate the following phrase from its task order with Management Sciences for Health: "assess the [trained traditional birth attendant] population and select among them a cadre that can be upgraded."

USAID/Sudan clearly agree in writing with Management Sciences for Health and the Government of Southern Sudan the roles and responsibilities for the procurement, transportation, and distribution of essential drugs and other supplies necessary for Phase II of the Sudan Health Transformation Project.

USAID/Sudan develop and implement procedures to document results reported to the Foreign Assistance Coordination and Tracking System.

USAID/Sudan develop written employee exit procedures to minimize the effects of frequent staff turnover.

USAID/Sudan develop and implement a plan to increase the verification of results reported by Management Sciences for Health for Phase II of the Sudan Health Transformation Project.

USAID/Sudan develop and implement a plan for monitoring the implementation of the Sudan Health Transformation Project's Phase II branding and marking plan in compliance with USAID branding requirements.

USAID/Bolivia determine how the remaining budget for the grants and subcontracts can be best used to effectively implement project activities needed to achieve intended goals.

USAID/Bolivia Office of Acquisition and Assistance determine the allowability of and collect as appropriate, the questioned fixed fee provided in Modification No. 1 to the contract, in the amount of $143,395.

USAID/Bolivia evaluate the Integrated Food Security Program's obligations and deobligate funds exceeding amounts required by the program.

USAID/Bolivia update the Integrated Food Security Program performance management plan to clearly identify the outcome indicators that will measure achievement of the program goal.

USAID/Bolivia update the Integrated Food Security Program performance management plan to include definitions for each performance indicator including the source, method, frequency, and schedule of data collection.

USAID/Bolivia evaluate indicators for earmarked funds for the Integrated Food Security Program and ensure that the indicators are in accordance with the mission strategy and reporting requirements.

USAID/Bolivia ensure that an audit of the Center for Promotion of Sustainable Technologies is conducted by fiscal year end to ensure the separation of the funds for the separate awards.

USAID/Bolivia take steps to enter into a binding agreement with the Center for Promotion of Sustainable Technologies to receive the nontransferable, irrevocable, and paid-up license for equipment and pesticide developed under the USAID awards.

USAID/Bolivia evaluate whether or not the existing quinoa pesticide could be utilized in the program and if not, obtain an opinion from the U.S. Environmental Protection Agency for the use of the newly developed pesticide.

USAID/Bolivia review Abt Associates, Inc. subcontracts related to cost-sharing activities to determine whether subcontractors are overcompensated through subcontract work that is duplicated by work or cash provided by the community cost share.

USAID/Bolivia ensure that Abt Associates, Inc. provides a monitoring plan to ensure that comunity cost-sharing contributions are not abused.

USAID's Office of Acquisition and Assistance contract with the Defense Contract Audit Agency to conduct an audit to determine the adequacy of the Abt Associates, Inc. accounting system.

USAID/Vietnam work with the contractor to develop and approve a monitoring and evaluation plan, which would include output, outcome, and impact indicators directly attributable to the program's efforts. The plan should include baseline data, cumulative program targets, etc.

USAID/Vietnam conduct a data quality assessment of the information being reported in the program's monitoring and evaluation plan once it is approved.

USAID/Vietnam, through its contracting officer, either ratify the elimination of activities to prevent mother-to-child transmission of HIV, or disallow the change in the program's scope. If the change in scope is ratified, the contract should be modified; if disallowed, the contracting officer should determine the appropriate corrective action to be taken.

USAID/Vietnam assess the program's current intervention for sex workers who inject drugs to determine whether there is a more efficient way to reach this group. If not, the mission should decide whether it wishes to continue the program's efforts, or incorporate Break the Cycle outreach for sex workers who inject drugs into the outreach of other PEPFAR implementers already targeting sex workers.

USAID/Vietnam direct the contractor to provide guidance to outreach workers on reporting accurate information on condom failure rates, and incorporate accurate information on condom failure rates into future training.

USAID/Vietnam direct the contractor to incorporate regular monitoring and reporting on the condition of condoms stocked in nontraditional outlets, to help ensure the quality of these condoms.

USAID/Vietnam select a sample of the nontraditional outlets in An Giang Province to test for condom quality.

USAID/Vietnam clearly communicate the need to implement the unique identifier code to those implementing the pilot program in Hai Phong Province.

USAID/Vietnam clarify to all PEPFAR implementers its expectation of how and when PEPFAR-supported voluntary counseling and testing sites are to be branded with the Chan Troi Moi logo.

USAID/Vietnam provide specific guidance to its PEPFAR-supported implementers on how it wants them to coordinate their efforts and which implementing organization shall take the lead in critical program areas

USAID/Bangladesh direct the International Resources Group to prepare a sustainability plan for the co-management organizations that will identify potential barriers to sustainability, and describe the project's plans to overcome such barriers.

USAID/Bangladesh, in conjunction with the Government of Bangladesh, develop and implement an action plan to obtain required government-matched funds for the project's habitat restoration and infrastructure activities.

USAID/Bangladesh require the International Resources Group to comply with the branding and marking policy and submit a written request to the mission for a waiver to use the Nishorgo Network name and logo on appropriate project documents and signage.