Recommendations

OIG recommends that the Bureau of Consular Affairs (CA) develop clear roles and responsibilities for all parties involved in the Border Security Program (BSP), document those roles and responsibilities within the BSP Program Plan, and publish the plan on an appropriate platform such as CA's website.

OIG recommends that the Bureau of Consular Affairs (CA) develop and implement formal processes and procedures for CA to comprehensively prioritize Border Security Program (BSP) funding requests and oversee the allocation of funding for BSP projects it has prioritized.

OIG recommends that the Bureau of Consular Affairs (CA) develop and post guidance on the use of Border Security Program funds for CA offices and partner bureaus to its website, and disseminate this guidance as part of CA's budget formulation guidance.

OIG recommends that the Bureau of Consular Affairs develop and implement a comprehensive monitoring process, to include periodic reviews of expenditures, for the Border Security Program that will ensure that border security funds are used in accordance with guidelines.

The Bureau of Near Eastern Affairs should require the Ambassador to enroll in the individualized leadership coaching program offered by the Foreign Service Institute’s Leadership and Management School.

The Bureau of Near Eastern Affairs should require that the deputy chief of mission enroll in the individualized leadership coaching program offered by the Foreign Service Institute’s Leadership and Management School.

The Bureau of Near Eastern Affairs, in coordination with Embassy Tunis, should initiate a Vital Presence Validation Process decision memorandum for the approval of the Deputy Secretary of State and the Deputy Secretary for Management and Resources prior to modifying current staffing levels at Embassy Tunis.

Embassy Tunis, in coordination with the Bureau of Near Eastern Affairs, should establish a formal policy to document all Embassy Tripoli Libyan locally employed staff members working at Embassy Tunis.

Embassy Tunis, in coordination with the Office of Foreign Assistance Resources, should establish a process to comply with the monitoring and reporting requirements for grants recipients for the Tunisian American Enterprise Fund.

Embassy Tunis, in coordination with the Bureau of Near Eastern Affairs and the Office of Foreign Assistance Resources, should review the results of the U.S. Agency for International Development assessment of Tunisia’s democracy and governance needs and provide the Bureau of Near Eastern Affairs with a recommended course of action on how to use Middle East Partnership Initiative funding effectively.

Embassy Tunis should require that employees adhere to Department of State guidance related to preserving record traffic by using record email.

The Bureau of International Narcotics and Law Enforcement Affairs, in coordination with Embassy Tunis, the Office of Foreign Assistance Resources, and the Bureau of Budget and Planning, should conduct an evaluation in FY 2016 of the Bureau of International Narcotics and Law Enforcement Affairs program in Tunisia to identify areas of applicability and use.

The Bureau of International Narcotics and Law Enforcement Affairs, in coordination with Embassy Tunis, should establish performance indicators for the Bureau of International Narcotics and Law Enforcement Affairs program in Tunisia.

The Bureau of International Narcotics and Law Enforcement Affairs, in coordination with the Bureau of Political-Military Affairs, should provide Embassy Tunis with guidance on the proper handling, storage, and monitoring of donated items subject to defense trade controls.

Embassy Tunis should establish a mission speakers program for direct hire employees, including first- and second-tour officers, to conduct outreach to Tunisian audiences.

Embassy Tunis should keep its official Web site information accurate and up to date.

Embassy Tunis should designate and train at least one certified grants officer representative.

Embassy Tunis should establish a structured orientation and training program for consular section employees.

Embassy Tunis should conduct regular outreach, including town hall meetings, with resident American citizens to recruit additional wardens and better inform current wardens of their responsibilities and their role in protecting U.S. citizens.

Sensitive Information Redacted

Embassy Tunis, in coordination with the Bureau of Consular Affairs, should conduct validation studies for 2013 and 2014 for the annual referral study and a second study as required.

Embassy Tunis should require that all agencies fully participate in and contribute to the Visas Viper Program.

Embassy Tunis should develop a formal check-in/check-out policy and create a system to enforce the policy for both permanent direct-hire and temporary duty employees.

Embassy Tunis should develop and enforce a policy requiring employees to report detailed arrival dates and times from post to their timekeepers in order to adjust post allowances accurately.

The Bureau of Near Eastern Affairs should remind its posts, on an annual basis, to review and update their post reports.

Embassy Tunis should designate one of its management staff members to update the post report annually.

Embassy Tunis should establish a locally employed staff orientation program.

Embassy Tunis should convene an International Cooperative Administrative Support Services working group to study the International Cooperative Administrative Support Services locally employed staffing needs of the mission.

Embassy Tunis should complete all the requirements needed to designate the senior financial specialist as a locally employed staff certifying officer.

Embassy Tunis should conduct annual purchase card program reviews for FYs 2012, 2013 and 2014.

Embassy Tunis, in coordination with the Bureau of Administration, should register all contracting officer’s representatives in the Federal Acquisition Certification Program online system.

The Bureau of Diplomatic Security, in coordination with Embassy Tunis, should implement a driver training program for Embassy Tunis employees who drive armored vehicles.

Embassy Tunis should conduct and document periodic, unannounced spot checks of expendable and nonexpendable property.

Embassy Tunis should consolidate storage in the embassy compound warehouse.

Embassy Tunis should disseminate a management policy defining ongoing responsibilities for the installation, maintenance, and replacement of American Forces Network television systems in employee residences.

Sensitive Information Redacted

Embassy Tunis should update and submit to the Office of Commissary and Recreational Affairs a plan to maintain the operation of the U.S. Government Employee Recreation Association.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management, conduct a comprehensive review of all cost reimbursable contractor invoices related to Embassy Air-Iraq to determine whether the charges were allocable, allowable, and supportable.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management, in coordination with the Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation, require DynCorp International to provide documentation to INL that clearly, accurately, and completely supports all costs submitted on its invoices.

OIG recommends that the Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation, modify its invoice review process to trace requested reimbursements to supporting documentation to ensure that all costs submitted on an invoice are allowable, allocable, reasonable, and supportable.

OIG recommends that the Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation (INL/A), assess its staffing level to ensure a more rigorous invoice review. If no changes in the staffing level are made, INL/A should provide a description of how it intends to increase the invoice reviews.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management, in coordination with the Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation, develop a contract definitization process that identifies all scope of work requirements in advance of the period of performance and ensures that the contractor submits accurate price and technical proposals that incorporate the requirements in advance of the period of performance.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management, modify Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation’s worldwide aviation contract so it conforms to the requirements within the Department’s Procurement Information Bulletin No. 2011-09, Combating Trafficking in Persons, and Procurement Information Bulletin No. 2012-10, Contractor Recruitment of Third Country Nationals, to ensure that the contractor is fully aware that it is obliged to meet the requirements as stated.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management ensure that contract files contain documentation that supports how reimbursements associated with contractors’ payments of foreign taxes are allowable, allocable, and reasonable, as required by Federal Acquisition Regulation 31.201.

OIG recommends that the Bureau of International Narcotics and Law Enforcement Affairs, Office of Aviation, ensure that its spare parts inventory and process support its mission capable aircraft requirements.

Embassy Amman, in coordination with the Bureau for Near Eastern Affairs, should establish a procedure that requires the Ambassador to approve all foreign assistance programs that will conduct activities in Jordan not included in the embassy’s Mission Resource Request or Foreign Assistance Operational Plan.

The Bureau of Diplomatic Security, in coordination with Embassy Amman and the Bureau of Counterterrorism, should introduce sustainability goals and benchmarks into the Antiterrorism Assistance Program for Jordan.

The Bureau of Diplomatic Security, in coordination with Embassy Amman, should assign financial oversight responsibilities for the Antiterrorism Assistance Program to someone who is able to discharge them in accordance with Department of State standards.

Embassy Amman should require newly designated Middle East Partnership Initiative project officers to take the Initiative-specific online course and maintain records of which employees have taken the course.

Embassy Amman, in coordination with the Bureau of Oceans and International Environmental and Scientific Affairs, should develop and implement a plan that prescribes how to sustain the Women in Science Hall of Fame grant’s goal after the current grant ends.

Embassy Amman, in coordination with the Bureau of International Information Programs, the Bureau of Overseas Buildings Operations, and the Bureau of Diplomatic Security, should develop a long-term strategic plan to transition the American Language Center into a fully functioning American Center that meets the highest levels of the Standards Matrix for Open Access U.S. Government-Owned American Spaces.

Embassy Amman, in coordination with the Bureau of International Information Programs, should implement a materials collection development plan for the American Language Center.

The Bureau of Near Eastern Affairs, in coordination with the Bureau of Educational and Cultural Affairs, should provide Embassy Amman with official guidance on recycling authorization and procedures for English-teaching funds.

The Bureau of Near Eastern Affairs, in coordination with the Bureau of Educational and Cultural Affairs, should provide Embassy Amman with official guidance on the use of recycled English-teaching funds and regular public diplomacy funds in a mixed-use facility.

Embassy Amman should examine all open public diplomacy grants and amend any whose period of performance dates do not cover all grant expenditures.

Sensitive Information Redacted

Embassy Amman should require consular managers and supervisors to adjudicate visa referrals in accordance with Department of State regulations.

Embassy Amman, in coordination with the Bureau of Consular Affairs, should develop a detailed briefing on requirements of the most recent worldwide visa referral policy and brief all officers authorized to submit or approve visa referrals.

Embassy Amman should require consular managers to provide additional guidance on visa adjudication policy by meeting regularly with entry level officers to discuss cases and explain Department of State policy.

Embassy Amman should require consular managers to use adjudication reviews as instructional tools, directly engaging with line officers to maintain the highest adjudication standards, as required by Department of State regulations.

Embassy Amman should develop, schedule, and conduct consular training and professional development programs on monthly administrative days.

Embassy Amman should discontinue electronic funds transfer salary payments to official residence staff members and require the Ambassador and the deputy chief of mission to pay the official residence staff directly.

Embassy Amman should discontinue unauthorized use of a suspense deposit abroad account or request an exception from the Office of Financial Policy.

Embassy Amman should establish and enforce formal procedures to conduct monthly and quarterly cash verifications of all 15 subcashier funds and submit the required documentation to the Class B cashier.

Embassy Amman should establish and enforce a policy that limits all occasional money holder advances to a maximum of 3 business days.

Embassy Amman should develop and enforce a specific set of procedures for all American Language Center collections that adhere to regulations on collections specified in the Foreign Affairs Manual and the Foreign Affairs Handbook.

Embassy Amman should implement a tracking system to monitor cellular and landline telephone invoice payments to comply with the Prompt Payment Act.

Embassy Amman, in coordination with the Office of Management Policy, Rightsizing, and Innovation, should establish measurable uniform service standards to evaluate the financial management section’s performance servicing the clients under International Cooperative Administrative Support Services.

Embassy Amman should manually calculate the workload counts of all nonserviced agencies that subscribe to the International Cooperative Administrative Support Services accounting and records services but do not have fiscal data in the Department of State’s accounting system and distribute the associated costs equitably.

Embassy Amman should require all supervisors to complete performance evaluations within the mandated timeline.

Embassy Amman should submit an updated Post Hardship Differential Questionnaire and Danger Pay Survey to the Bureau of Administration, Office of Allowances for review.

Embassy Amman should not schedule or permit drivers to work a shift in excess of 10 hours and should require a minimum 8-hour rest period for drivers between shifts.

Embassy Amman should bring all elements of the purchase card program at post into full compliance with requirements of the Bureau of Administration’s Office of the Procurement Executive.

Embassy Amman should correct the backlog of incompletely closed purchase order files so that all closed purchase order files include all required documentation.

Embassy Amman should eliminate warehouse fire hazards through reorganization, inventory reduction, and/or by expanding leased warehouse space.

Embassy Amman should convene the safety, health, and environmental management standing committee at least twice a year.

Embassy Amman should establish a standard operating procedure for managing all help desk service requests.

Embassy Amman should establish a secure work area in the information systems center for performing systems administration duties.

Embassy Amman should recompete the mission’s Internet contract and acquire bandwidth adequate for mission operations.

Embassy Amman should consolidate its dedicated Internet networks and register them with the Bureau of Information Resource Management.

Embassy Amman should develop and implement standard operating procedures that include authorization, issuance, tracking, and inventory for managing laptops and mobile devices.

Embassy Amman should require the American Embassy Community Services Association to prepare and present accurate monthly financial statements to the Board of Directors.

Embassy Muscat, in coordination with the Bureau of Administration, should comply with anti-trafficking-in-persons requirements for all procurements greater than $3,000.

The Bureau of Economic and Business Affairs should develop an annual global Post Partnership Program plan, including performance goals, for Embassy Muscat.

Embassy Muscat should require the political/economic section to retire its files in accordance with Department of State regulations.

Embassy Muscat should provide training to the office management assistant in the political/economic section on the archiving of electronic records.

Embassy Muscat, in coordination with the Bureau of International Security and Nonproliferation Affairs, should propose a memorandum of understanding on cost sharing of external border and security training provided to the Royal Omani Police.

Embassy Muscat should provide needed training to the program administrator for the external border and security unit in the political/economic section.

Embassy Muscat should monitor and evaluate all its grants and maintain the documentation in its files.

Embassy Muscat should establish a structured orientation and training program for new consular section employees.

Embassy Muscat should perform the full range of nonimmigrant visa adjudication reviews in accordance with Department of State regulations.

Embassy Muscat should define the roles and responsibilities of the translation unit and place the unit within the appropriate section.

Embassy Muscat should eliminate the translator/interpreter duty roster.

Embassy Muscat should develop a plan to enforce Department of State human resources-related policies and to correct the inadequate documentation in existing files.

Embassy Muscat, in coordination with the Bureau of Near Eastern Affairs and the Bureau of Human Resources, should examine and report on the possibility of recruiting expatriates from outside Oman.

The Bureau of Human Resources, in coordination with Embassy Muscat, should approve enrollment of Omani locally employed staff in a retirement system.

The Bureau of Human Resources, in coordination with the Bureau of Near Eastern Affairs, should update its 2010 study of Gulf Cooperation Council posts and recommend ways to improve the compensation package for locally employed staff members in these countries.

Embassy Muscat, in coordination with the Bureau of Human Resources, should submit justification to determine whether Muscat's expatriate staff warrants an annual homeward passage benefit.

Embassy Muscat, in coordination with the Bureau of Administration, should register all contracting officer’s representatives in the Federal Acquisition Certification Program online system.

Embassy Muscat should require all incidental drivers to complete medical exams and certifications before driving official vehicles.

Embassy Muscat should transfer all expendable and nonexpendable property records to a Department of State-approved system.

Embassy Muscat should convene an International Cooperative Administration Support Services working group to analyze issues with residential maintenance services, propose solutions to the International Cooperative Administration Support Services council, and monitor implementation of a plan to improve services.

The Bureau of Overseas Buildings Operations, in coordination with Embassy Muscat, should conduct a comprehensive space planning survey for the chancery.

Embassy Muscat should provide Foreign Service Institute leadership training to the information management officer for his assigned position grade level.

Embassy Muscat should implement a standard operating procedure for its information technology configuration control board and disseminate it to embassy personnel.

Embassy Muscat should implement procedures for testing the unclassified information technology contingency plan in accordance with Department of State regulations.

Embassy Muscat should provide the 8-hour Equal Employment Opportunity refresher course to the embassy’s counselors.

Embassy Mexico City should require Department of State sections and constituent posts to develop travel and representation plans tied to Integrated Country Strategy priorities and goals and apportion resources accordingly.

Embassy Mexico City, in coordination with the Bureau of Human Resources and the Bureau of Western Hemisphere Affairs, should develop a consistent, structured, missionwide program so all first- and second-tour officers, whether at the embassy or constituent posts, are afforded the same opportunities for professional development and mentoring.

The Bureau of Human Resources, in coordination with the Bureau of Western Hemisphere Affairs and Embassy Mexico City, should change the tour of duty for all Department of State section Senior Foreign Service and F0-01 positions in Mexico City from 2 to 3 years, with an option for a 1-year extension.

The Bureau of Western Hemisphere Affairs, in coordination with the Bureau of Human Resources, should identify which of Embassy Mexico City’s border posts are not appropriate for 3-year principal officer assignments and adjust tours of duty for principal officers at those posts.

Embassy Mexico City, in coordination with the Foreign Service Institute, should assess and prioritize its missionwide training needs and develop and implement a training program to address them.

Embassy Mexico City should direct principal officers and deputy principal officers at its constituent posts to agree on a set of deputy principal officer duties that are appropriate for their posts and share them with their staffs and the minister-counselor for consular affairs.

Embassy Mexico City should enter all awards into the Grants Database Management System within 5 days of the grants officer’s signature.

Embassy Mexico City should create and update standard operating procedures on grants processing and include detailed instructions regarding who will enter and update data in the Grants Database Management System.

Embassy Mexico City should close out grants for which documentation is complete by notifying the financial management officer that funds may be deobligated.

Embassy Mexico City should require all locally employed staff and public affairs officers to maintain their grants officer representative training.

Embassy Mexico City should monitor and report any changes to grants policy directives to all mission personnel who have grants responsibilities.

Embassy Mexico City should require grants officer representatives to monitor grants and record their findings, as required by Department of State regulations.

Embassy Mexico City should open grants in excess of $25,000 to competition unless specific exceptions are granted and noted in the grants file.

Embassy Mexico City should train additional public affairs officers to qualify for grants warrants.

Embassy Mexico City should develop and implement a comprehensive grants spending plan that matches financial resources with mission priorities throughout the fiscal year.

The Bureau of Narcotics and Law Enforcement Affairs, in coordination with Embassy Mexico City, should include grants officer representative information in the Grants Database Management System for new and amended awards for all grants exceeding $100,000.

Embassy Mexico City should complete the entry of all individual travel grants into the Grants Database Management System.

Embassy Mexico City should reconcile its internal federal assistance award list and funded obligations so that it has the most accurate data on file.

Sensitive Information Redacted

The Bureau of Diplomatic Security should respond to Embassy Mexico City’s July 16, 2014, cable on open public access for the Benjamin Franklin Library and conclude negotiations with the Bureau of International Information Programs and the Bureau of Overseas Buildings Operations.

Embassy Mexico City should streamline the public diplomacy budget process by making budget decisions regarding the constituent posts early in the fiscal year.

Embassy Mexico City should develop and implement a strategy for shifting responsibility for fundraising and organization, that is, sponsoring the Green Race for local nongovernmental organizations.

The Bureau of Consular Affairs should implement a plan for domestic passport agencies to conduct targeted Spanish-language outreach to Mexican migrant communities in the United States to encourage passport applications for U.S.-born children.

Embassy Mexico City should require Consulate General Tijuana to perform nonimmigrant adjudication reviews in accordance with Department of State regulations.

The Bureau of Overseas Buildings Operations, in coordination with the Bureau of Western Hemisphere Affairs and Embassy Mexico City, should conduct a cost benefit analysis to determine whether converting existing consulate office building operating leases to capital leases is a better mechanism for providing constituent posts with facilities maintenance support and services.

The Bureau of Overseas Building Operations, in coordination with the Bureau of Western Hemisphere Affairs and Embassy Mexico City, should develop and implement a corrective action plan that includes short- and long-term fixes, including a feasibility study on relocating some staff to alternate lease space and advancing construction of the new consulate compound in Guadalajara.

The Bureau of Overseas Buildings Operations, in coordination with the Bureau of Western Hemisphere Affairs and Embassy Mexico City, should determine whether the consul general’s office should be relocated to unclassified space; whether a second office should be created in unclassified space for the consul general; or another solution should be developed and implemented that addresses the consul general’s work requirements and office management specialist staffing constraints at the consulate compound in Monterrey and at the six new consulate compound projects planned for Mission Mexico.

The Bureau of Overseas Buildings Operations, in coordination with the Bureau of Western Hemisphere Affairs and Embassy Mexico City, should conduct a survey to identify building design flaws found in new consulate compound facilities in Mexico and modify its new consulate compound design based on the results of the survey.

The Bureau of Overseas Buildings Operations should review and determine whether its site acquisition and technical review procedures properly evaluate and assess potential flooding at all new consulate compounds in Mexico and provide the results to Embassy Mexico City.

Embassy Mexico City should designate at each constituent post an employee outside the procurement unit as the designated billing officer.

Embassy Mexico City should request additional voucher examiner positions in the FY 2017 Mission Resource Request.

Embassy Mexico City should enforce the random cash count policy.

Embassy Mexico City, in coordination with the Bureau of Western Hemisphere Affairs, should create a memorandum of agreement for human resources services defining the roles and responsibilities of the human resources staff.

Embassy Mexico City should issue a management announcement to mission staff outlining supervisors’ responsibility for ensuring that employee position descriptions are accurate.

Embassy Mexico City should conduct a review of locally employed staff position descriptions for accuracy and appropriate classification of grade and position title.

Embassy Mexico City should complete local employees’ performance reviews by the prescribed due date.

Embassy Mexico City, in coordination with the Bureau of Western Hemisphere Affairs, should conduct a cost-benefit analysis to determine whether outsourcing its staff position classification responsibilities to Fort Lauderdale or other regional center would result in cost savings and increased efficiency and implement the most cost-effective option.

Embassy Mexico City should designate locally employed staff members as backup contracting officers.

Embassy Mexico City should implement Department of State safety standards that motor vehicle operators not perform more than 10 hours on duty and only operate a vehicle after a minimum 8-hour rest period.

Embassy Mexico City should review and update the mission’s motor vehicle policy to include the home-to-school shuttle policy at Consulates General Nogales and Nuevo Laredo.

Embassy Mexico City should establish a written policy on the approved boundaries of home-to-school shuttle transportation for all the border posts and include the new policy in the Mission’s Motor Vehicle Policy.

Embassy Mexico City should define and disseminate its facilities management organization, functions, and supervisory relationships and responsibilities to all members of the section.

Embassy Mexico City should implement a plan to close out work orders in a timely manner after completion.

Embassy Mexico City should require that safety, health, and environmental management standing committee meetings take place at the embassy and each constituent post at least semiannually.

Embassy Mexico City should implement Department of State swimming pool safety standards at facilities and residences under its control.

Embassy Mexico City should inspect increased-risk work operations and areas at least once a year and file a report requirement corrective action when deficiencies are found.

The Bureau of Administration should reissue cable guidance regarding issuance of diplomatic license plates for motor vehicles at overseas missions pending incorporation of the guidance into the appropriate Foreign Affairs Manual or Handbook.

Embassy Mexico City should establish and hold regular information management section meetings that include the consulates to facilitate open communication and build team relationships.

Mexico City should revise reporting assignments and establish appropriate work goals and objectives to provide information management oversight and accountability to the consulates.

Embassy Mexico City should establish a formal plan for providing regional information management support to the consulates.

Embassy Mexico City should include the information management section in emergency action committee meetings.

Embassy Mexico City should establish a dedicated inventory of emergency communications equipment and regularly test the equipment’s functionality.

Embassy Mexico City should establish standard operating procedures for all dedicated emergency communications equipment.

Embassy Mexico City should establish an employee locator system for contact information of all mission employees.

Embassy Mexico City should prepare and test all mission information technology contingency plans in accordance with Department of State regulations.

Embassy Mexico City should conduct a staffing analysis of the information systems center and establish an effective reporting and support structure.

Embassy Mexico City should establish a formal plan for centralizing the mission’s information systems security officer program in Mexico City and providing oversight to the consulates.

Sensitive Information Redacted

Sensitive Information Redacted

Embassy Mexico City should adequately equip all the mission’s alternate command centers in accordance with Department of State requirements.

Embassy Mexico City should implement a system for mission employee compliance with the requirement to use the State Messaging and Archive Retrieval Toolset software system to archive email and other correspondence.

Embassy Mexico City should dispose of all expired medicines by the date of expiration.

Embassy Mexico City should verify that the Embassy Mexico City employee association is submitting status of recommendations reports to the Office of Commissary and Recreation Affairs.

Embassy Mexico City should reissue guidance on the procurement process and the avoidance of unauthorized commitments.

Embassy Mexico City should require principal officers to pay and seek reimbursement for official residence expenses staff salary expenses.

The Office of Civil Rights, in coordination with the Bureau of Human Resources, should conduct Equal Employment Opportunity training for all Bureau of Political-Military Affairs employees, managers, and leadership.

The Bureau of Political-Military Affairs should require all senior- and mid-level employees to take the mandatory Equal Employment Opportunity and diversity awareness training offered by the Foreign Service Institute.

The Bureau of Political-Military Affairs should conduct a staffing review of all foreign policy advisor positions before initiating any future personnel actions for recruitment and staffing.

The Bureau of Political-Military Affairs should conclude International Cooperative Administrative Support Services agreements with all embassies providing administrative support to foreign policy advisors.

The Bureau of Political-Military Affairs, in coordination with the Bureau of the Comptroller and Global Financial Services, should track and collect reimbursements for foreign policy positions covered by reimbursable detail agreements.

The Bureau of Political-Military Affairs should modify and disseminate to all commands the memorandum of understanding with the U.S. Department of Defense, including details on information technology support and equipment for foreign policy advisors.

The Bureau of Political-Military Affairs should require grants officer representatives to document reviews of performance and financial reports, devise a monitoring plan for each open grant, and include trip reports in grants files.

The Bureau of Political-Military Affairs should include documentation of proper sole source justifications in grants files.

The Bureau of Administration, in coordination with the Bureau of Political-Military Affairs, should execute a service level agreement.

The Bureau of Political-Military Affairs should define the roles and responsibilities of the Office of Plans and Initiatives and identify staffing resource requirements accordingly.

The Bureau of Political-Military Affairs should establish a formal mechanism to assess bureauwide staffing priorities.

The Bureau of Political-Military Affairs should request that the Bureau of Human Resources conduct an organizational and workload study of the joint executive office.

The Bureau of Political-Military Affairs should designate a representative to fulfill the duties of a training coordinator.

The Bureau of Political-Military Affairs should issue a bureauwide telecommunications policy and monitor usage of telecommunications devices.

The Bureau of Political-Military Affairs should establish management control oversight of its purchase card program.

The Bureau of Political-Military Affairs should survey secure communications needs in State Annex-1 and pursue any needed enhancements with its executive office.

The Bureau of Political-Military Affairs should establish and disseminate a records management policy outlining standards for maintaining files and records to include guidance on storage, naming conventions, and version control for documents.

The Bureau of Political-Military Affairs should finalize and approve the charter for the United States Export Systems user group.

The Bureau of Political-Military Affairs should reconvene the United States Export Systems user group and meet on a regular basis with representation from all bureau offices.

The Bureau of Political-Military Affairs should notify bureau personnel that the bureau security officer is the sole source for information regarding security policy.

The Bureau of Political-Military Affairs should request the bureau security officer to provide security reminders, newsletters, and updates on the executive office Web site to educate bureau personnel on the latest changes regarding security policy.

The Bureau of Political-Military Affairs should issue a bureau notice explaining the security clearance process and listing a point of contact to address questions and provide information.

The Bureau of Political-Military Affairs should appoint as bureau emergency action plan coordinator a direct-hire staff officer under front office supervision.

The Bureau of Political-Military Affairs should implement an emergency preparedness program that complies with the Department’s Domestic Emergency Management Program.

OIG recommends that the Bureau of Administration, Office of Logistics Management, Office of Acquisition Management, include in the terms and conditions of the grant agreement with the National Endowment for Democracy that the Department of State will audit the financial transactions of the National Endowment for Democracy, beginning with fiscal year 2015 and for each following fiscal year, as stated in the National Endowment for Democracy Act.

OIG recommends that the Bureau of Political-Military Affairs, Office of Weapons Removal and Abatement, develop and implement a process to track grants officer representatives' compliance with the requirement to develop and use monitoring plans consistent with Grants Policy Directive 42, "Monitoring Assistance Awards."

OIG recommends that Embassy Phnom Penh develop and implement a process to track grants officer representatives' compliance with the requirement to develop and use monitoring plans consistent with Grants Policy Directive 42, "Monitoring Assistance Awards."

OIG recommends that the Bureau of Democracy, Human Rights, and Labor develop and implement a process to track grants officer representatives' compliance with requirements to perform and document their reviews of performance and financial reports consistent with Grants Policy Directive 16, "Designation of Grants Officer Representatives," and Grants Policy Directive 42, "Monitoring Assistance Awards."

OIG recommends that the Bureau of International Narcotics and Law Enforcement Affairs develop and implement a process to track grants officer representatives' compliance with requirements to perform and document their reviews of performance and financial reports consistent with Grants Policy Directive 16, "Designation of Grants Officer Representatives," and Grants Policy Directive 42, "Monitoring Assistance Awards."

OIG recommends that the Bureau of Political-Military Affairs, Office of Weapons Removal and Abatement, develop and implement a process to track grants officer representatives' compliance with requirements to perform and document their reviews of performance and financial reports consistent with Grants Policy Directive 16, "Designation of Grants Officer Representatives," and Grants Policy Directive 42, "Monitoring Assistance Awards."

OIG recommends that the Bureau of South and Central Asian Affairs develop and implement a process to track grants officer representatives’ compliance with requirements to perform and document their reviews of performance and financial reports consistent with Grants Policy Directive 16, “Designation of Grants Officer Representatives,” and Grants Policy Directive 42, “Monitoring Assistance Awards.”

OIG recommends that the Bureau of Administration, Office of the Procurement Executive, in coordination with the Bureau of Human Resources, develop and implement a policy regarding the inclusion of grants officer representative responsibilities into the annual performance evaluation factors for employees assigned as grants officer representatives.

OIG recommends that the Bureau of Democracy, Human Rights, and Labor discontinue the use of third-party contractors as grants officer representatives in accordance with Office of Management and Budget and Department of State policy.

OIG recommends that the Bureau of Democracy, Human Rights, and Labor, in coordination with the Bureau of Administration, Office of Logistics Management, Office of Acquisitions Management, utilize all appropriate hiring, appointment, and funding authorities to assign only eligible personnel as grants officer representatives in accordance with Office of Management and Budget and Department of State policy.

OIG recommends that the Bureau of Administration, Office of the Procurement Executive, no longer grant waivers for Department of State bureaus to use third-party contractors as grants officer representatives until full-time-equivalent Federal Government employees can be hired to replace them.