Recommendation Dashboard

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.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to include environmental requirements in awards for projects with environmental threshold decisions of negative determination with conditions and positive determinations. The procedures should also require, when possible, that environmental requirements be included in solicitations. When inclusion in the solicitation is not feasible, the procedures should require the inclusion of environmental requirements in subsequent scopes of work.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to properly monitor environmental compliance components for projects with environmental threshold decisions of negative determination with conditions and positive determinations.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

The Deputy Assistant Administrator of each regional bureau require missions to develop and implement procedures to formally designate officers for overseeing the planning and implementation of the Agency's environmental procedures.

USAID/Southern Africa implement a standard annual work plan template for President's Emergency Plan for HIV/AIDS Relief treatment partners to effectively report and evaluate program performance.

USAID/Southern Africa conduct an assessment of the effectiveness of the data warehouse.

USAID/Southern Africa draft and approve a mutually agreeable comanagement plan for the data warehouse with the Centers for Disease Control and Prevention.

USAID/Southern Africa identify the data used for reporting externally on Agency performance, and conduct data quality assessments on that data.

USAID/Southern Africa implement a plan to divide roles and responsibilities more evenly among the HIV/AIDS treatment team members.

USAID/Southern Africa add to its site visit checklist an item to monitor cost-sharing requirements.

USAID/Rwanda develop and implement a cost-effective written plan to measure the impact of its agriculture activities.

USAID/Rwanda prepare a written strategy for adapting and extending successful interventions targeted to people living with HIV/AIDS under the Dairy Competitiveness Project to the general rural population in future programming.

USAID/Rwanda prepare a written analysis of successful strategies employed in its specialty coffee activities that can be adapted for use in future dairy programming.

USAID/Rwanda include a section in its standard site visit report template to verify compliance with USAID branding policies and regulations.

USAID/West Bank and Gaza provide detailed definitions of all Infrastructure Needs Program indicators in writing to all partners.

USAID/West Bank and Gaza develop and implement a plan with milestones to establish controls that require indicator data reported under the Infrastructure Needs Program I and Infrastructure Needs Program II are accurate and reliable.

USAID/West Bank and Gaza verify and correct in writing any errors in the reported results data for the Infrastructure Needs Program.

USAID/West Bank and Gaza strengthen results reporting by requiring that program indicators are effective in measuring goal achievements for the Infrastructure Needs Program I and the Infrastructure Needs Program II.

USAID/West Bank and Gaza prepare and approve Performance Management Plans for all mission activity objectives in accordance with Automated
Directives System 203.3.3.

USAID's Chief Financial Officer implement improvements in the design of the PhoenixViewer Current Status by Program Element report to provide more reliable and consistent financial information.

USAID's Chief Financial Officer identify financial transactions and resolve any additional inconsistencies that are presenting negative unliquidated obligations in the PhoenixViewer Current Status by Program Element report.

USAID/Pakistan designate one person in each technical office who has received training to oversee environmental compliance for projects and activities.

USAID/Pakistan identify projects planned for the next 3 years to determine whether USAID/Pakistan has sufficient support and technical expertise for environmental compliance.

USAID/Pakistan revise the scope of work and reduce the contract amount for financial and management support for the Quick Impact Projects in South Waziristan.

USAID/Pakistan verify that that the USAID contractor, Associates in Development, has a code of business ethics and conduct that meets USAID standards and regulations.

USAID/Pakistan provide implementers with copies of USAID's policies on ethics and conflicts of interest, and with written explanations and examples of potential conflicts.

USAID/Pakistan, in cooperation with USAID's Compliance and Oversight Division for Partner Performance, designate personnel to provide guidance on conflicts of interest and to monitor implementers' compliance with ethics policies and procedures.

USAID/Pakistan develop and implement a plan for periodic internal review of contract files for a complete history of contract transactions and all communications with contractors. Results of the review should be noted for corrective action.

USAID/Pakistan develop and implement a plan to monitor and document the status of branding and marking plans of contractors working on the Quick Impact Projects in South Waziristan, and provide training as necessary for compliance with Automated Directives System 320.

USAID/Pakistan provide additional details to the Federally Administrated Tribal Areas Secretariat concerning publicizing and marking USAID's contribution to the Quick Impact Projects in South Waziristan as specified in the implementation letter dated December 31, 2009.

USAID/Afghanistan undertake a technical evaluation of the effectiveness of voter education and civic education efforts it has supported.

USAID/Afghanistan prepare a more formal project design document for the follow-on program after the Support to the Electoral Process Program ends in June 2011 that explicitly identifies the critical assumptions underlying the program design.

USAID/Afghanistan develop detailed plans for addressing the legal reforms, financial and constitutional arrangements for elections, and voter registration issues discussed in this finding in conjunction with the Government of Afghanistan, other local stakeholders, and international donors.

USAID/Afghanistan complete all required contractor performance reviews under the Support to the Electoral Process contract in accordance with Federal Acquisitions Regulation and Agency for International Development Acquisitions Regulation requirements.

USAID/Afghanistan prepare an implementation plan for use of the $1.4 million rural radio supplemental funding consistent with the goals of the program, or reprogram these funds for other mission programs.

USAID/Afghanistan determine the allowability of the $6,350,319 incurred by the International Republican Institute for security expenses, and recover any costs determined to be unreasonable.

USAID/Afghanistan establish procedures and criteria for determining the reasonableness of security costs charged by implementing partners.

USAID/Afghanistan's follow-on program require members of the Consortium for Election and Political Process Strengthening to consolidate functions and facilities to the extent possible to reduce expenses.

USAID/Afghanistan require the International Republican Institute, as the lead partner in the Consortium for Elections and Political Process Strengthening, to submit a Consortium marking and branding plan and verify that the plan has been implemented.

USAID/Mali (1) review its indicators closely to
ensure that the indicator definition and wording are consistent, (2) establish and update targets for each indicator, and (3) report its results accurately based on the correct reporting period in the mission's performance plan and report, the President's Malaria Initiative annual report, and the performance management plan.

USAID/Mali's health team include other performance indicators in the performance management plan that measure the achievements of its malaria portfolio (in addition to those required by the President's Malaria Initiative).

USAID/Mali require CARE to report results on malaria-related indicators and targets included in the 2011 work plan.

USAID/Mali develop and implement a plan with Research Triangle Institute to record data accurately and minimize the possibility of human errors such as double counting.

USAID/Mali, in conjunction with Research Triangle Institute, establish and implement a plan to ensure that all spray operators are using a consistent definition of a structure when tallying results.

USAID/Mali, in conjunction with CARE, verify the malaria-related results in CARE's FY 2010 annual report.

USAID/Mali work closely with John Snow Inc. to (1) ensure that it has accurately recorded, reported, and filed all orders that have been
placed and (2) develop a plan to ensure that future discrepancies are avoided.

USAID/Mali complete required data quality assessments for all indicators reported in its annual performance plan and report.

USAID/Mali develop a procedure to document all site visits and require that visits include data quality testing and verification when possible.

USAID/Mali develop and implement a plan to reinforce the skills of the staff at health-care facilities to enable them to maintain accurate inventory records and manage stock properly.

USAID/Mali develop and implement standard procedures for net distribution and receipt, and verify that the procedures are applied uniformly at all health facilities.

USAID/Mali develop and implement a plan with Research Triangle Institute to ensure that beneficiaries are aware that indoor residual spraying is provided by the American people.