Recommendation Dashboard

USAID/West Africa require the Partnership for Supply Chain Management, in conjunction with the Public Health Pharmacy, to develop an action plan to implement an adequate inventory management system.

USAID/West Africa require the Partnership for Supply Chain Management to develop an action plan with a timetable to train the local staff of the Partnership for Supply Chain Management and the staffs of the Public Health Pharmacy and the district pharmacies in managing inventory and developing systems to track and report usage of commodities.

USAID/West Africa require the Partnership for Supply Chain Management, in conjunction with the Public Health Pharmacy, to resume work on the annex warehouse and set an operational timeframe and completion date for the new warehouse.

USAID/West Africa, in conjunction with the Partnership for Supply Chain Management and the Public Health Pharmacy, develop an action plan to implement measures to improve storage conditions for the President's Emergency Plan for AIDS Relief commodities.

USAID/West Africa appoint a monitoring officer to implement a system that regularly validates the quality of reported data on the number of active patients, perform validation and verification of the implementers' reported results, and provide effective guidance to health facilities on why and how to collect accurate information.

USAID/West Africa develop procedures to verify that implementers consistently apply Office of the U.S. Global AIDS Coordinator's definitions of "antiretroviral therapy service outlets" and "active patients."

USAID/West Africa develop a procedure for implementers to establish and maintain a comprehensive list of antiretroviral therapy service outlets that dispense antiretroviral drugs, including the names of the implementer and the donor providing financial support and the source of the data concerning the number of patients undergoing treatment.

USAID/West Africa develop a plan of action with the Partnership for Supply Chain Management to quantify the surplus of antiretroviral commodities and identify a mechanism to use the commodities before they expire.

We recommend that the Millennium Challenge Corporation's vice president, Dept. of Policy & International Relations, evaluate the effectiveness of the Threshold Program in regards to assisting countries in becoming compact eligible.

The audit recommends that MCC "develop guidance on performance monitoring with a particular focus on the policy indicators, which describes the limitations, where they exist, of mesuring the Millennium Challenge Corporation's impact in the Millennium Challenge Corporation's decisional documents on these limitations."

The audit recommends that MCC "develop more definitive guidance for selecting countries for the Threshold Program."

The audit recommends that MCC "develop policy guidance on the Threshold Program Indicator Analysis, including the process for developing the Indicator Analysis, its use by the country as a tool in identifying projects and documenting the results, and the Millennium Challenge Corporation's use of the Indicator Analysis as part of its review on a country's proposal.

The audit recommends that MCC "develop policy guidance on a consultative process and its use in developing Threshold Country Plans."

The audit recommends that MCC "develop Monitoring and Evaluation guidelines for the Threshold Program that sets forth requirements for developing good quality indicators."

The audit recommends that "when a Threshold Program involves an information technology system that is key to the success of the program, the Millennium Challenge Corporation's vice president, Department of Policy and International Relations, require an information technology audit be performed when appropriate to ensure functionality and sustainability of the information technology system."

The audit recommends that MCC "develop a policy and procesures to ensure that audit recommendations, including those made in information technology audits, will be corrected in a timely manner."

The audit recommends MCC "develop guidance requiring data quality assessments be performed at an appropriate time during a country's Threshold Program."

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department require the Government of Cape Verde to provide a formal statement showing how it will fund the remaining portions of the WMAS project6.

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department require the Millennium Challenge Account-Cape Verde to revise its current head of household list and include all local residents who are eligible to apply for the loans.

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department request MCA-CV to develop-and provide to MCC-a set of requirements to prevent farmers from obtaining loans for drip irrigation if they do not have adequate access to water.

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department provide documentation on the location or spending of $73,864 that was obligated to the microfinance institution, Soldifogo7.

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department develop a policy to clarify the modification of the Indicator Tracking Tables and the Monitoring and Evaluation Plan.

We recommend that the Millennium Challenge Corporation's vice president of the Compact Implementation department develop a policy to conduct a pre-feasibility study prior to entry into force.

USAID/Egypt, in collaboration with the Office of Middle East Programs, develop a performance management plan as required by USAID Automated Directives System 201.

USAID/Egypt, in collaboration with the Office of Middle East Programs, develop and/or revise performance indicators to ensure that they effectively measure the performance of the Office of Middle East Programs' activities as required by USAID Automated Directives System 203.

USAID/Tanzania develop a plan, with milestones, targets, and tracking mechanisms, to reduce the proportion of interactive radio instruction sites that normally meet outside; and

USAID/Tanzania develop a plan, with milestones, targets, and tracking mechanisms, to increase the percentage of enrolled students attending interactive radio instruction.

USAID/Tanzania, in coordination with the appropriate government authorities, develop a plan to address the issues raised by government teachers that hinder the utilization of basic education program resources.

USAID/Tanzania determine whether the Roots & Shoots environmental education program meets the core objectives of the basic education program, and, if not, reprogram the unexpended balance of $1,225,716 in a way that better aligns with the program's objectives.

USAID/Tanzania develop policies and procedures to help ensure that supervisory review is conducted of worksheets and other supporting documentation used to prepare the basic education section of the annual performance report and

USAID/Tanzania develop policies and procedures to help ensure that evidence of (the supervisory review, as mentioned in Rec. 4.1) is documented.

USAID/Tanzania develop a schedule of monitoring visits to be conducted by members of the basic education team, with a specific set of data quality checks to be conducted by each individual traveler, and

USAID/Tanzania revise Mission Order No. 10-3 and the Activity Visit Information Checklist to specify that selected reported data be verified against supporting documentation.

USAID/Tanzania request guidance from the Office of the Director of U.S. Foreign Assistance on the interpretation and reporting of standard indicators applicable to its basic education program and

USAID/Tanzania develop policies and procedures to help ensure that all basic education program implementing partners uniformly interpreted those indicators.

USAID/Tanzania update the basic education program performance management plan and revise it to include performance indicators that measure intended program outcomes.

USAID/Tanzania develop policies and procedures to help ensure that the basis for establishing targets in both the performance management plan and the annual performance report is adequately documented in official activity files.

USAID/Tanzania develop policies and procedures to help ensure that the required provision concerning the implementation of Executive Order 13224 is included in all agreements and subawards.

USAID/Tanzania determine whether its recipients' subawards contain the required provision concerning the implementation of Executive Order 13224 and require that the recipients incorporate the required provision into any subawards in which it was omitted.

USAID/Colombia, in coordination with its implementing partner and the Government of Colombia, augment the membership of the Inter -institutional Committee for Early Warnings to include members from the independent oversight and control branch of the Colombian State, such as the National Ombudsman and the Inspector General and charge them with oversight of the committee's operations.

USAID/Colombia, in coordination with its implementing partner and the National Ombudsman, ensure that the Early Warning System makes risk reports available to the public on a timely basis by posting them on the Internet and/or publishing them while keeping reasonable confidentiality and security needs in mind.

USAID/Colombia, in coordination with its implementing partner, the Government of Colombia, and the National Ombudsman, implement procedures for more timely and effective two-way communication between the Inter-institutional Committee for Early Warnings and the Early Warning System.

USAID/Colombia, in coordination with its implementing partner and the National Ombudsman, ensure that the Early Warning System establishes internal timelines for preparing and forwarding risk reports.

USAID/Colombia exercise its influence with the Government of Colombia and civil society organizations to encourage them to resume work on the National Action Plan for human rights within the framework of the Coordination Level, while discouraging initiatives to narrow participation in the Natonal Action Plan for human rights process.

USAID/Colombia, in coordination with its implementing partner, reprogram the $396,943 for the activities of the assistance program for at-risk communities to other efforts that will produce more significant results.

USAID/Colombia develop a performance management plan for the human rights program.

USAID/Colombia, in conjunction with its implementing partner, develop and implement a system to reasonably ensure that reported information is accurate.

USAID/Colombia provide limited access to the Agency's Training Results and Information Network (TraiNet) for contractors who report on training so that the initial data entry can be done by them before being reviewed by the appropriate USAID/Colombia staff.

USAID/Iraq require its implementing partners to establish procedures to monitor the reporting of serious incidents to ensure that such incidents are properly reported.

USAID/Iraq require its implementing partners to notify the mission of all serious incidents by including the mission in the reporting of these incidents.

USAID/Honduras ensure that awards to support DR-CAFTA implementation under the new strategy clearly describe the activities to be supported and the higher-leval results they will contribute to.

USAID/Honduras, under its new strategy, finance an assessment or study to develop a prioritized list of actions needed to implement DR-CAFTA.

USAID/Honduras develop a performance management plan for its Trade, Investment, and Competitiveness program in line with its new strategy.

USAID/Honduras develop performance indicators to measure accomplishment of higher-level outcomes and lower-level outputs under its new strategy plan for its Trade, Investment, and Competitiveness program.

USAID/Honduras review USAID directives and guidance regarding data quality assessments and conduct data quality assessments of each indicator under the new strategy plan for its Trade, Investment, and Competitiveness program in accordance with these directives and guidance.

USAID/Honduras establish procedures requiring cognizant technical officers to periodically verify results reported by partners under the Trade, Investment, and Competitiveness program.

USAID/Honduras review USAID directives and guidance and develop mission procedures to ensure that portfolio review requirements are met.

USAID/Honduras correct its reporting on the FY 2007 performance indicators for the Trade, Investment, and Compehtitiveness program.

USAID/Southern Africa formulate policies and procedures to help ensure that due diligence is exercised in making management decisions, that management decisions are well reasoned and that management decisions are well documented.

USAID/Southern Africa develop and implement a plan to periodically assess a sample of management decisions to ensure that due diligence is exercised in making management decisions, that management decisions are well reasoned and that management decisions are well documented.

USAID/Southern Africa remind its contract and agreement officers of the importance of maintaining timely and sufficient documentation in the official files to provide a complete background as a basis for informed decisions, support actions taken by the contracting/agreement officer, provide information for reviews and investigations, and furnish essential facts in the event of litigation or congressional inquiries.

USAID/Southern Africa ensure that all documentation relevant to management decisions reviewed in this audit be incorporated into the official agreement files.

USAID/Southern Africa establish procedures to ensure that all delinquent recipient contracted audits are completed in accordance with USAID policies and procedures, including periodically educating cognizant technical officers and recipients as to (1) USAID's audit requirements and their roles in the audit process, (2) techniques that can be used to expedite the completion of audits, and (3) their need to monitor the audit process.

USAID/Southern Africa establish policies and procedures that provide the mission director with a monthly executive report that reflects the implementation of the mission's audit plan by team, identifies delinquent and potentially delinquent audits, and highlights actions that must be taken to address delinquent and potentially delinquent audits.

USAID/Southern Africa obtain and submit final audit reports for all delinquent audits.

USAID/Brazil obtain evidence that the International Institute of Education of Brazil (IEB), the Institute of Environmental Research in the Amazon (IPAM), and the World Wildlife Fund Brazil (WWF-Brazil) have corrected the monitoring and accountability issues discussed in this finding.

USAID/Brazil establish internal controls that will prevent the recurrence of the types of monitoring and accountability issues discussed in this finding.

USAID/Brazil remind its partners of the requirement to submit all subawards for cognizant technical officer approval.

USAID/Brazil require an audit of Instituto Florestal Tropical's reconstructed accounting records for fiscal years 2005 and 2006 as well as its accounting records for fiscal year 2007 related to USAID funds.

USAID/Brazil send the replacement cognizant technical officers to attend the required training and familiarize themselves with the roles and responsibilities outlined in the Automated Directives System, the cognizant technical officer designation letter, and the award agreements.

USAID/Brazil's environment program establish procedures to ensure adequate oversight of its projects. At a minimum, all travel vouchers should be accompanied by a site visit report, and a site visit checklist should be used that includes verification of reported results.

USAID/Brazil revise its current performance indicators so that they (1) are precisely defined and (2) better reflect the progress of its partners' activities.

USAID/Brazil develop an appropriate performance indicator to measure the economic benefits of the USAID/Brazil environment program or reinstate the previously used indicator " Increase in the volume of revenues from sale of sustainable goods and environmental services benefiting poor, rural communities. "

The agreement officer review the conditions under which the active cooperative agreements managed by the USAID/Brazil environment program office were awarded and determine if the awards should be re-competed under a Request for Application or other mechanism.

The agreement officer and USAID/Brazil establish procedures to ensure that future award processes are not compromised.

USAID/Brazil establish procedures to report results in its annual operating reports that are accurate, complete, supported with adequate documentation, and clearly linked to USAID funding.

USAID/Brazil obtain the necessary training data on its environmental activities from its partners from fiscal year 2004 to present and input these data into the USAID training network.

USAID/Brazil institute procedures to collect and input training data into the USAID training network quarterly.