Open Recommendations

Embassy Kuala Lumpur, in coordination with the Bureau of Consular Affairs and the Bureau of Overseas Buildings Operations, should provide a wheelchair-accessible entryway and consular interview window for consular applicants.

Embassy Kuala Lumpur, in coordination with the Bureau of Consular Affairs and the Bureau of Overseas Buildings Operations, should provide protection from the elements for consular applicants.

Embassy Kuala Lumpur’s consular managers should adjudicate more immigrant and nonimmigrant visa cases, in accordance with Department guidance.

Embassy Kuala Lumpur should cross-train Consular Section locally employed staff and officers in U.S. citizen services functions in accordance with Department standards.

Embassy Kuala Lumpur should bring its property management program into compliance with Department standards.

Embassy Kuala Lumpur should review and update its motor vehicle policy, if necessary, in accordance with Department standards.

Embassy Kuala Lumpur should bring the motor pool preventive maintenance program into compliance with Department standards.

Embassy Kuala Lumpur should maintain contract files and complete mandatory performance reviews in accordance with Department standards.

Embassy Kuala Lumpur should close out procurement files in accordance with Department standards.

Embassy Kuala Lumpur, in coordination with the Bureau of Administration, should review unauthorized commitments totaling $78,990 for travel related service fees to determine whether they should be ratified in accordance with Department standards.

Embassy Kuala Lumpur should bring its cashier operations into compliance with Department standards.

Embassy Kuala Lumpur should provide workplace safety training in accordance with Department standards.

Embassy Kuala Lumpur should bring its furniture and appliance pool program into compliance with Department standards.

Embassy Kuala Lumpur should use the Inventory and Logistics Management System loanable property module to issue and track information technology assets.

EXIM's Office of the Chair should designate a lead office or officials responsible for coordinating development, oversight, and implementation of a sub-Saharan Africa specific strategy to address the Sub-Saharan Africa Mandate (hereafter referred to as the "Lead Office or Officials"). The Lead Office or Officials should have an explicit responsibility and authority to coordinate and guide the mandate's implementation across all relevant EXIM offices, liaise with external stakeholders, including but not limited to the Sub-Saharan Africa Advisory Committee (SAAC) and other U.S. Government agencies and between sub-Saharan Africa importers and U.S. exporters to rebuild relationships, establish and monitor key performance…

The Lead Office or Officials should develop a sub-Saharan Africa specific strategy to address the Sub-Saharan Africa Mandate. This strategy should provide a unified direction and shared vision of EXIM offices and staff and communicate EXIM’s commitments and strategy to interagency partners in the U.S. Government and other stakeholders with a focus to promote the expansion of EXIM’s financial commitments in sub-Saharan Africa.

EXIM’s Office of the Chair should integrate the Sub-Saharan Africa Mandate strategy within the broader EXIM Strategic Plan to re-enforce that the Sub-Saharan Africa Mandate is central to EXIM’s overall strategic planning.

The Lead Office or Officials should develop an actionable plan to enhance collaborative efforts with the Department of Commerce, the Trade Promotion Coordinating Committee (TPCC), and other relevant government agencies, such that EXIM could play a more prominent role in trade discussions and initiatives concerning sub-Saharan Africa.

The Lead Office or Officials should establish effective metrics to measure EXIM’s Sub-Saharan Africa Mandate performance to inform the growth strategy (e.g., the number of U.S. exporters, lenders, and importers in sub-Saharan Africa reached, relationships established, total commitments and authorizations, and export value). The Sub-Saharan Africa Mandate performance metrics should also be incorporated within the next EXIM Annual Performance Plan.

EXIM’s Office of Board Authorized Finance and Office of General Counsel should conduct a comprehensive review of the post-authorization process to identify the primary factors within the documentation phase that contribute to the lag between authorization and disbursements and devise strategies to remedy these shortcomings.

EXIM’s Office of Global Business Development should devise a detailed plan to directly engage importers in sub-Saharan Africa that are not already engaging with EXIM’s sub-Saharan Africa programs. The office must ensure that the plan is incorporated as an integral part of the overarching strategy devised by the Lead Office or Officials.

The Lead Office or Officials should devise a plan to directly engage U.S. businesses that are not already engaging with EXIM’s sub-Saharan Africa programs.

EXIM’s Office of Policy Analysis and International Relations should conduct an analysis of the potential impacts of lowering the mandated domestic content policy for EXIM programs targeted to sub-Saharan Africa on U.S. jobs and present its findings to EXIM’s Board of Directors.

Allocate all unassigned software licenses to the CSRs working on the TAC Appointment Telephone Line so they can assist taxpayers with existing appointments without the need to transfer them to a different CSR.

Formalize the executive director’s intent by requiring the submission to the OIG of a related plan and documentation of progress on implementing VA’s maintenance of an independent and updated list of contract facilities.