The Foreign Agricultural Service (FAS)

Presents

“FAS 101 For New Cooperator Staff”

November 26, 2012

Program Operations Division

Mark Slupek

Director

Program Operations Division

Office of Trade Programs

202-720-4327

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Farm & ForeignAgricultural Services

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Farm &

Foreign Agricultural

Services

Food, Nutrition

& ConsumerServices

Food Safety

Marketing&

Regulatory Programs

Natural Resources

& Environment

Research, Education

&Economics

Rural Development

Farm

Service

Agency

USDA Mission Areas

Foreign

Agricultural

Service

Risk

Management

Agency

Foreign Agricultural Service

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Office of Agreements and Scientific Affairs (OASA)

Office of Country and Regional

Affairs (OCRA)

Office of Global Analysis (OGA)

Office of Trade

Programs (OTP)

Office of Capacity

Building and Development

(OCBD)

Office of Foreign Service

Operations (OFSO)

Office of the Chief

Operating Officer(COO)

Office of the Administrator

(OA)

Office of Trade Programs

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Market Development Programs

�Market Access Program (MAP)

�Foreign Market Development Cooperator Program (FMD or Cooperator Program)

�Emerging Markets Program (EMP)

�Technical Assistance for Specialty Crops Program (TASC)

�Quality Samples Program (QSP)

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Market Development Programs

� Need

� Law

� Regulation

� Program Notices

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Money Words

�Authorize – what Congress does

�Appropriate – what else Congress does

�Apportion – what OMB does

�Allocate – what the Administrator does

�Obligate – what the DA/OTP does

�Approve – what the Cooperator Programs Division does

�So what is carryover?Funding for which approval has expired

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Market Access Program (MAP)

� Helps U.S. producers, exporters, private companies, and trade organizations finance overseas marketing and promotional activities such as trade shows, market research, consumer promotions, technical assistance, trade servicing, and educational seminars.

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Foreign Market Development (FMD) Cooperator Program

� Aids in the creation, expansion, and maintenance of long-term export markets for U.S. agricultural products.

� Under the Cooperator Program, USDA partners with U.S. agricultural producers and processors, who are represented by nonprofit commodity or trade associations called “cooperators,” to promote U.S. commodities overseas. 9

Common Abbreviations

�Program Year (PY)

�Fiscal Year (FY)

�Unified Export System (UES)

�Office of Management and Budget (OMB)

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PY 2013 Calendar

� October 2012

2013 FMD program year began

� January 2013

2013 MAP program year should begin for January groups

� July 2013

2013 MAP program year should begin for July groups

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PY 2014 Calendar

� March 2013

Notice of Funding Availability would be published in Federal Register for all 5 programs

� May 2013

Unified Export Strategy (UES) submissions would be due

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PY 2014 Calendar

� Late spring 2013 – Review of 2014 applications would begin

� Office of Trade Programs (OTP)

� FAS field offices

� Other DC-based FAS staff

� Other agencies

� Private sector (EMPAC)

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PY 2014 Calendar

� Late summer/fall 2013 – review of 2014 applications would end

� MAP and FMD formulas would run

� Recommendations would be made by OTP

� Administrator would make funding decisions

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PY 2014 Calendar

� September 2013

� Preparation of agreements, approval letters, other documents would begin for PY 2013

� CCC would request apportionment from OMB

� FY 2013 ends

� All FY 2013 program funds must be allocated (if . . .)

� FY 2013 allocations would be announced to public

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PY 2014 Calendar

� October 2013 – FY 2014 Begins

� Apportionment would be approved by OMB

� FY 2014 allocations would be announced to the public

� 2014 FMD program year would begin -FMD agreements and approval letters would be issued

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PY 2014 Calendar

� November/December 2013

� USAEDC Annual Workshop Gala Reception

� MAP agreements and approval letters would be issued

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PY 2014 Calendar

� January 2014

2014 MAP program year would begin for January groups

� July 2014

2014 MAP program year would begin for July groups

� February – August 2014

2014 underway- 2015 programs gearing up18

GrantProgramsof OTP

Lona PowellGrant Programs Branch

Program Operations DivisionOffice of Trade Programs

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9MILLION

10 MILLION

2.5 MILLION

We’re here to help you increase EXPORTS

FARM bill dependant

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Requires Cost Share (except for public sector)

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1

2

3

4

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2

3

GPB Sufficiency Check

COPD and Post Recommendations

Cross Agency Input

EMPAC

ESP Committee

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Public Sector Proposals

When Available

� Appropriateness of the activities for the targeted market(s), and the extent to which the project identifies market barriers.

� Potential of the project to overcome the identified market barriers and to expand U.S. market share, increase U.S. exports, and/or improve awareness of U.S. agricultural commodities and products.

� Quality of the project's performance measures and the degree to which they relate to the objectives, proposed approach and activities, and deliverables.

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Announcement

Award

Project needs to

go in UES

Signed

Agreement

Approval Letter

and Agreement

Dates

Reimbursement

through UES

Compliance

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The Cycle (Applies to all three grant programs)

Usually same application deadline for all 5 Market development programs

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EMP Cost Notes

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At least Annual Progress Reports and Final Report

(all programs)

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The Florida Department of Citrus (FDOC) Used TASC to Help Demonstrate that U.S. Industry Pesticide Practices Met EU MRL Requirements: FDOC used TASC to evaluate citrus grove practices. Of specific concern were the potential effects of evolving pesticide programs, pesticide residues on fresh Florida grapefruit, and compliance with European Union (EU) MRLs. Citrus growers recognized an absence of relevant data to guide their grove caretaking decisions. Sampling began in March of 2011, and ran through April 2012. Over 800 fresh grapefruit samples were evaluated. In this same period, Florida exported at least 4 million cartons of fresh grapefruit to the EU at an FOB value of more than $50 million. These export opportunities could have become less viable and more risky in the continued absence of data associating grove caretaking decisions and risks to MRL compliance. The results of these pesticide analyses allowed FDOC to provide specific, current data establishing fresh grapefruit were being grown, packed and shipped into the (EU) in a manner that generated no failures in compliance with EU MRLs.

WHEN

WHERE

WHO

SO

WHAT?

HOW

WHAT

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Ship on U.S. Carrier

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Does the proposed activity clearly and succinctly describe what role the participant will play in personally facilitating the successful use of the sample?

Important

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Addresses Sanitary, Phytosanitary

and related Technical Barriers

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Nature of barrier and extent to which proposal will ‘remove, resolve or mitigate’ it

Impact on market retention, access, and expansion

Completeness and viability of proposalCan staff provide expertise to execute the

proposal?Is US competitive in market?Potential for expanding salesCosts, including contributionsBroad base of producer representationProject timelines

Proposal Templates and Info at http://www.fas.usda.gov/programs.asp

Contacts:

Program Agreements

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�The agreement is the contract that establishes obligations on CCC and program participants.

�All agreements include funding levels, expiration dates, and important details needed to implement your program.

�Each grant program agreement includes an “Attachment A” which provides considerable detail about allowable activities.

�However, the approval letter is an equally important document.

�Approval letters identify performance periods (including program years), contribution requirements, and, sometimes, specific details about individual projects.

�MAP and FMD approval letters establish “program ceilings”, which are generally made up of new money and carryover.

Agreements and Approval Letters

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� POD staff prepare agreements and amendments for all five programs.

� An agreement or an amendment, along with any appropriate attachments (Exhibit A – Uniform Agreement Provisions, FAS Civil Right Self-Certification Checklist, Signature Card), is e-mailed to Participant.

� The Participant prints two copies of the package, signs both copies, and returns via Federal Express, not the U.S. mail.

� Incoming amendments/agreements are prepared for the Deputy Administrator’s signature.

� One original signed amendment/agreement is scanned and filed and the other original copy is returned to the Participant.

Agreements Processing

Reimbursement ClaimInformation and Procedures

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Claim Procedures

� Automated Clearing House (ACH) forms required

�Prior to submitting claims

�When changing bank information

�Contact your marketing specialist or program specialist if you need an ACH form

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UES “Reports Out” Tab

� Makes available valuable information, including:

�Historic allocations and expenditures

�Current remaining balances

�Previous expenditure claims

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Refunds/Negative Claims

� Submit refund checks to CCC with proper documentation, and include�Program

�Program Year

�Reason for the refund

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Refunds/Negative Claims

�Open Program Years

�A negative claim is required in the UES

�Note: It takes weeks to deposit a refund check

� Closed Program Years

�No action required in the UES

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Claim Payment Process

� Program specialist reviews and approves claim� 1 to 2 days

� Claims are prepared for Certifying Officer� 1 to 2 days

� Claims are logged out and sent to CCC� 1 day

� CCC releases payment within 7 to 10 business days upon receipt

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Global Broad-Based Initiatives UES Review& Evaluation

Mary Ponomarenko

Director, Monitoring & Evaluation

Office of Trade Programs

202-720-4455

What is a GBI?

• Global Broad-based Initiatives

• Market Access Program Activity

• Cut across product lines and/or markets

• Encourage greater cooperation and active coordination among cooperators

• Address needs that are best met collectively

• Must address one or more FAS strategic priorities

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FAS Strategic Priorities

• Market Access and Unfair Competition

• Biotech/SPS/Food Safety

• Best Growth Markets

• High-Value products

• Capacity Building

• Food Security and Trade Financing

• Support NEI (increase buyer/seller contact)

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GBI Examples

• Projects

– U.S. Bakery Ingredients Promotion – China

– U.S. Fresh Fruit Joint Planning & Evaluation

– FAEA Vietnam/China Food Safety

– Electronic Export Documentation

• Partners

– Cooperators

– Industry

– Post

– FAS Washington

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GBI: Review Process

• Inter & intra-agency review-FAS Field Offices, various FAS Program Areas, APHIS/AMS/FGIS (if appropriate)

• Criteria – (in addition to what is expected in MAP)

– Degree & Scope of Impact

– Scope of Participation & Strength of Support

– Overall Creativity & Uniqueness

– Minimal Duplication

• Any GBI funds not awarded are rolled back into the general MAP funds

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OTP UES Review

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UES Review

• Competitive allocation

• UES—reimbursement system, an application & marketing plan, increasingly a reporting tool

• Sufficiency check

• Qualitative: Division review & recommendation (marketing specialist review, branch review, cross-branch review, meeting with Deputy Administrator)

• Quantitative: Formula factors determine final allocation—contributions are the most important factor; share of trade also important, no advantage to overestimate trade impact of program request

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UES Review Patternedon the OMB PART Review

• Performance Assessment Rating Tool

• Assessed program performance government-wide

• We received a “moderately effective”

• PART:• Program Purpose & Design—20%

• Strategic Planning—10%

• Program Management—20%

• Program Results & Accountability—50%

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Division UES Review

Results Oriented Management (ROM) Assessment: 1. Strategic Planning2. Program Management/Implementation3. Evaluation/Results

Best practices are the most likely to produce a “successful” program.

Included all factors cited in the regulations into this framework.

These are ongoing programs; the organization’s track record is taken into consideration as well as the quality/content of the UES submission.

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Division UES Review

• We use OMB’s program assessment categories: highly effective, moderately effective, adequate, & results not demonstrated.

• Assessments are discussed with each marketing specialist to help calibrate the ratings across all the participants in the branch & division.

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• Each assessment category should have characteristics that distinguish it from the other categories

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Strategic Planning• Do you have a comprehensive industry strategic plan?

• Does planning include a broad base of industry participation?

• Are your strategically prioritized markets clearly identified?

• Do your prioritized markets have clear, differentiated and appropriate marketing strategies identified?

• Are UES requested budgets consistent with identified strategic priorities?

• Does the plan clearly use past results and findings to modify the program?

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Management/Implementation• Is there enough experienced staff to handle the amount and type of programming?

• Have there been compliance issues? Have they been corrected?

• Are your constraints appropriate? Specific enough to lend themselves to measures?

• Will your performance measures demonstrate progress in the market? Do they identify results/outcomes (impact) and not just outputs (implementation)? Is your program implementation linked to specific targeted and prioritized markets? Or is the plan overly aggregated into administratively defined regions?

• Are there organizational issues that may negatively impact the program?

• Are expenditure rates reasonable?62

Evaluation/Results

Do you have an evaluation system/plan in place?

• Do activities generate feedback to improve future implementation?

• Are annual performance measure results reported against constraints provide feedback to adjust programming?

• Are there program-wide reviews provide feedback to reprioritize investment & adjust strategies?

• Does market research provide the basis for planning and provides baseline data to track future progress?

• Are third party evaluations used when appropriate and cost-effective?

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Evaluation/Results cont’d.

• Are you moving your program along the communications continuum, from product awareness to target group regular purchasing?

• Market access related activities are also communication, messaging to a target audience, to change behavior.

• Have you defined and demonstrated progress in a market.

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audience doesn’t move from

one step to the next

A constraint describes why a target

Oblivious to ProductOblivious to Product

Awareness of ProductAwareness of Product

Knowledge of AttributesKnowledge of Attributes

Favorable DispositionFavorable Disposition

Willingness to Try ProductWillingness to Try Product

Preference over Other ProductsPreference over Other Products

Consistent PurchaseConsistent Purchase

Communication Continuum

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Oblivious to U.S. concernsOblivious to U.S. concerns

Awareness of U.S. concernsAwareness of U.S. concerns

Understands U.S. rationaleUnderstands U.S. rationale

Favorable to U.S. view; needs political supportFavorable to U.S. view; needs political support

Actively seeks change in regulationsActively seeks change in regulations

Removal of trade barrierRemoval of trade barrier

A constraint describes why

policy makers don’t move

to the next step.

Identifies potential political partnersIdentifies potential political partners

Policy Maker Decision-Making Steps

Evaluation/Results cont’d.

• Have your strategies resulted in increased exports over time?

• Do you provide program success stories that demonstrate program contributions to market accomplishments?

• Do the success stories cite trade outcomes?

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Funding Recommendations

• Each participant reviewed competitively in qualitative and quantitative review.

• Should participant funding increase, stay the same or decrease; performance-based review, at branch level and at Division-wide level.

• Final recommendations based on total available funds.

• If funding is uncertain, recommendations are made on relatives share of funding.

• All things being equal, funding recommendations follow the ratings.

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• Funding recommendations go into the formula for the final allocation adjustments.

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Evaluation

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Evaluation & Results Critical

IT IS THE RIGHT THING TO DO

• If you don’t know where you are going, any road will get you there - and, how will you know if you got to where you wanted to be?

BECAUSE YOU HAVE TO

• Increasingly, government agency program management is expected to be performance based with reported results.

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UES Hierarchy & MeasuresEvaluation is on Many Levels

Hierarchy Measurement

Goal Trade Goal - Quantification of U.S. exports to a specific market/market share

Constraint Performance Measurement - tracks changes overtime in target group’s behavior: product awareness, knowledge, favorable disposition, willingness to try, preference, consistent purchasing

Activity Activity Results -Immediate behavior changes by a highly specific target audience actually reached by an activity

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Types of Evaluation

• Activity level

• Country Progress Reports or subsequent UES submission—annual results against established constraint performance measures

• Country or Region

• Individual participant program-wide review

• Third party reviews

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Evaluation Requirement

• “A MAP participant shall complete at least one program evaluation each year”.--New final regulation states “When appropriate or required by CCC..”--no longer an annual requirement.

• Current regs--send a summary to Division Director--new final rule, send to CCC, more flexibility.

• Outline of evaluation executive summary, same.

• A program evaluation is a review of the participant’s entire program or an appropriate portion as agreed to by the participant and CCC.

• Participants are required to annually report results against their constraint performance measures. Clarified in final rule. 73

Evaluation RequirementFinal Regulation

• “The Government Performance and Results Act (GPRA) of 1993 requires performance measurement of Federal programs, including MAP. Evaluation of the MAP’s effectiveness will depend on a clear statement by Participants of goals to be met within a specified time, schedule of measurable milestones for gauging success, plan for achievement, and assessment of results of activities at regular intervals. The overall goal of the MAP and of individual Participant’s programming is to achieve or maintain sales that would not have occurred in the absence of MAP funding. A MAP Participant that can demonstrate such sales, taking into account extenuating factors beyond the Participant’s control, will have met the overall objective of the GPRA and the need for evaluation.”

• The burden is on the participant to meet this requirement--can be met through existing reporting tools.

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“Evaluation Plan”In Current & Final Rule

• Referred to in MAP & FMD approval letters

• FAS practice has been to consider it everything related to evaluation submitted in the UES

• Approval letter refers to marketing specialist follow-up discussion

• Feedback letters provide acknowledgement of the discussed “plan” and any recommendations

• UES executive summary, good place to summarize your evaluation system/plan too

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Improving ConstraintLevel Annual Reporting

• Most common problem are constraints or opportunities that are too general and can’t be measured.

• Drilling down gets at a degree of specificity that lends itself to measures; participant better defines what they are doing, with whom and how they know they have succeeded.

• What level on the continuum is the opportunity or constraint?

• Who exactly is the target (the people you are actually working with or trying to reach).

• How would you know that what you did made a difference in their behavior?

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Success Stories

• Link programs to impact in market, preferably with a trade result, at least present in a trade context

• Long term breakthrough/ current season accomplishment—both types useful

• Who, What, Where, When, How & So What?

• Used in FAS budget testimony, OTP “Export Programs At Work” report, NEI reporting; Congressional Liaison Office & Public Affairs Office also use.

• Testimonial successes used on FAS website

• USAEDC website77

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Working with FAS Overseas

Eric WenbergDirector, Cooperator Programs Division

Office of Trade ProgramsForeign Agricultural Service/USDA

The Successful Public-Private Partnership between FAS and Cooperators

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What is an FSO?

• A Foreign Service Officer

– 155 FSOs today

• Locally Engaged Staff

– Ag Specialists

– Ag Marketing Specialists

– Ag. Admin Assts

• 90 overseas offices

• Regions of Coverage

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Overseas Offices

Well, What is an Embassy?

C-O-M

Office of Agricultural Affairs

Agricultural Trade Office

Regional Offices – Single LES Posts

FSO Tasks

• Overall– Eyes and ears of the Secretary of Agriculture

– Market Intelligence, Promotion, Trade Policy, Capacity Building

• With Cooperators– Help and counsel, hold you accountable.

– Access to Government facilities abroad.

– Review the UES and CPRs for strategy not activity.

– Defer to you on market promotion, You defer to them on trade policy. Express the benefits.

– Plan ahead. Read your strategy before they propose a program.

Cooperator Tasks with FSOs

• Trip Reports

• Travel Notifications

• Coordinated Trade Policy

• Entry Point for market access difficulties

• How is my market rep. doing?

• Give Feedback on Post reporting

• Investments of time and energy in the partnership

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U.S. Agricultural Exports

Civil Rights Requirements

USDA/Foreign Agricultural Service

Presented by: Stefanie Watson Deputy Director

Office of Civil Rights /FAS

FAS Civil Rights Program1400 Independence Ave., SW,

Room 4069-SWashington, D.C. 20250Fax: (202) 720-2658

Website: http://www.fas.usda.gov/admin/civilrights/default.asp

Daniel Whitley, Civil Rights Director Phone: (202) 720-7233, daniel.whitley@fas.usda.gov

Stefanie Watson, Deputy DirectorPhone: (202) 720-2349, stefanie.watson@fas.usda.gov

Delores Taylor, EEO Specialist, Title VI Team Phone: (202) 720-1789, Delores.Taylor@fas.usda.gov

Objectives

To discuss:

�The role of FAS Civil Rights

�Mandatory training requirements

�Civil Rights Management Evaluations

�Program Complaint Processing

Role of FAS Civil Rights

�Provide guidance and advice in EEO and Civil Rights matters;

�Ensure equal access to FAS programs and activities;

�Achieve a bias and harassment free environment;

� Identify and eliminate barriers to the delivery of program services;

� Initiate and conduct civil rights reviews on a systematic basis.

Mandatory Civil Rights Training

�Equal Employment Opportunity�Cultural Diversity�Nondiscrimination in Program and Service Delivery

�Stopping Sexual Harassment Before It Starts�Diversity In the Workplace

Civil Rights Management Evaluations

�Public dissemination of nondiscrimination policy

�Communications Resource Plan

�Employee Training

�Physical Accessibility

�Website Accessibility (Section 508 Compliance)

� Interviews to determine employee awareness

�Publicly visible “And Justice for All” Poster

When a Finding of Noncompliance is Made

�Formally notify and work with recipient to achieve voluntary compliance within 60 days.

�Civil Rights Staff will notify the Compliance Review Staff and the Office of Trade Programs.

�Compliance Review Staff or USDA Office of Civil Rights will assess compliance status after 60 days.

Filing A Program Complaint To file a complaint of discrimination within 180 (calendar days) from the

date of the most recent discriminatory event:

� Complete, sign and mail a program discrimination complaint form,(available at any USDA office location, or online at www.ascr.usda.gov), to:

United States Department of Agriculture

Office of the Assistant Secretary for Civil Rights

1400 Independence Avenue, S.W.

Washington, DC 20250-9410

� Individuals who are deaf, hard of hearing or have speech disabilities may contact USDA through the Federal Relay service at (800) 877-8339 ; or, (800) 845-6136 (in Spanish). USDA is an equal opportunity provider, employer and lender.

� Persons with disabilities who require alternative means for communication of program information (e.g., Braille, large print, audiotape, etc.) should contact USDA’s TARGET Center at (202) 720-2600 (voice and TDD).

Compliance, Security and Emergency Planning Division

Compliance 101

Vincent Fusaro, Chief Compliance Review Branch

Beth Wong, Senior Compliance Review Officer

Discussion Topics

• Review Planning and Preparation

• On-Site Review Process \ What to Expect When the Reviewer Comes

• Closeout Process \ Compliance Review Report

• Responding to Findings \ Appeal Process

• Helpful Hints \ Do’s and Don'ts 95

Planning Process (1 of 3)

• CSEPD notifies the Participant a minimum of 30 days prior to scheduling the review

• CSEPD sends an appointment letter to the Participant confirming the review dates

• The Participant gathers and prepares their expenses, receipts and other documentation for the review

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Planning Process (2 of 3)

The Participant should prepare the following:

• Approval letters for the program years being reviewed

• Unified Export Strategy (UES) plans

• Copies of all reimbursement claims

• Invoices, proof of payments, and original receipts for all expenses of $25 and over

• Supporting documentation and proof of performance (e.g. samples of ads, promotional items, photos)

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Planning Process (3 of 3)

• Copies of all contracts including the bidding process, contracting procedures, request for proposals, and any other documentation supporting contracting decisions

• Project property inventory and leases (if applicable)

• Travel documentation

• General Ledger for the month requested in the appointment letter

• End-of-Year Contribution Reports and supporting documentation

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On-Site Review

• Entrance conference

• 100% review (or selected sample) of expenses, contributions, and supporting documentation

• Resolution if possible of questioned items during the review. If items are not resolved during the on-site review, the Participant can send information to CSEPD before the report is issued

• Exit conference

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Closeout Process (1 of 3)

• CSEPD will issue either a “no findings” letter or a “findings” compliance review report

• “No Findings” Letter

• “Findings” Report

– If there were findings, the Participant has 60 days to respond. If the participant agrees with the findings:

• Send a check to FAS made payable to the “Commodity

Credit Corporation” (CCC); and/or,

• Submit a negative expense claim against an authorized

UES activity with a written response to CSEPD

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Closeout Process (2 of 3)

• “Findings” Report

o If the Participant disagrees with the findings, the Participant must submit a written response to CSEPD with a written justification and/or additional documentation.

o If the additional documentation or justification submitted are adequate, CSEPD sends a letter to the Participant stating the review file has been closed.

o After reviewing the justification, if FAS believes the findings are still justified, a resolution letter upholding the findings is issued to the Participant. This letter notifies the Participant of the right to appeal the findings to the FAS Administrator. 101

Closeout Process (3 of 3)

• Appeals Process

– If the Participant elects to file an appeal, it must be in writing and submitted to the Office of the Administrator within 30 days following the date of the initial determination by the Administrator. The Participant may request a hearing.

– The Administrator will base the decision upon information in the administrative record, and make a determination within 60 days after the appeal is submitted. If the findings are upheld, the questioned costs will have to be returned to CCC.

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Helpful Hints \ Do’s and Don’ts

Beth Wong, Senior Compliance Review Officer

Helpful Hints \ Do’s and Don'ts(1 of 5)

• Contracting

o Document the decision-making process

o Include the “Rights to audit the vendor’s book” clause in all contracts

o Maintain all signed contracts in files

o Contracts over $25,000 are competitively bid every three years

o Claim no more than the GS-15, Step 10 daily or hourly rate for daily contractors.

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Helpful Hints \ Do’s and Don'ts (2 of 5)

• Conflict of Interesto Individuals who develop or draft specification, requirements, statements of work, invitations for bids or requests for proposals for procurement of any goods or services must be excluded from competition for such procurement.

o Ensure that no employee, official of the program, or third party of working on behalf of the Participant, participates in the selection or award of a contract in which such employee, official, third party or employee’s or official’s family or partners has a financial interest.

105Reference program notice# MAP 05-005 and FMD 05-003

Helpful Hints \ Do’s and Don'ts(3 of 5)

Sales and Trade Relations Expenditures (STRE):

� STRE is permitted only at overseas events.

� Use the U.S. Embassy representation funding guidelines as the standard for judging the appropriateness of STRE events in terms of per capita costs.

� All claims for STRE must include a list of all attendees and their company names.

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Helpful Hints \ Do’s and Don'ts

(4 of 5)

Travel and Per Diem:

• When travel is more than 12 hours and overnight lodging is required you are reimbursed your actual lodging cost not to exceed the maximum lodging rate for the TDY location.

• Economy class seats \ Documentation of Coach Fare

• Receipts for Hotel Expenses

• Verifying travel and per diem claims against trip reports

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Helpful Hints \ Do’s and Don'ts(5 of 5)

General issues:

� CCC will not reimburse the cost of product samples.

� Giveaways, awards, prizes and other similar promotional materials are subject to $1.00 per item limitation.

� CCC will not reimburse any cost of business cards.

� Ensure all documents, invoices, receipts have been translated into English.

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Helpful Websites

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Compliance 101

Vinny FusaroCompliance, Security and Emergency Planning DivisionCompliance Review Branch ChiefEmail: vinny.fusaro@fas.usda.govVoice: (202) 690-4851

Beth WongCompliance, Security and Emergency Planning DivisionSenior Compliance Review Officer Email : beth.wong@fas.usda.govVoice : (202) 690-1041

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