An audit of the PERPA, IBD, Consular and Administration Programs was conducted in Seattle during the period August 14 to 18, 2000. The previous audit of the Seattle Mission took place in August,1993 and included the Consular Program and a follow-up audit of the Administration Program.
The Mission Programs are well managed. Morale in the Mission is good, reflected by effective communications, dedicated and professional staff and a team approach to management.
The HOM is involved in all of the Mission Programs and, therefore, has an active agenda with frequent travel and outside meetings. This agenda has stretched resources allocated to the HOM's office and those of the PERPA Section. There is a need for a formal accountability agreement between the HOM and URD to clarify the level of Mission activities and associated resources. As well, since the HOM is frequently absent, it is important that he establish with all his Program Managers clear objectives and workplans which can be reviewed on a regular basis to assess progress and performance and to allow intervention as required.
The PERPA Program is well managed by an experienced and knowledgeable officer who has assembled a qualified and professional team. A workplan is in place for the Section. On-going operations are managed in a collegial atmosphere based on a matrix approach. The Program has a heavy workload which, in part, is a reflection of the HOM's activist agenda and management style. This has created a projected shortfall in the Section's travel budget. Travel will need to be greatly curtailed once the budget is expended sometime in the third quarter. The Audit Team is recommending that the Mission review its overall budget to identify surplus funds that could possibly supplement PERPA's travel and only then apply to URD for possible short term funding.
The Trade Program is running well and morale is good. Weekly staff meetings keep management and staff informed and ensure that required activities are actioned. A new investment position will be added to the Section in the fall. The Trade Commissioner Service's New Approach has been accepted and is being properly implemented. The Audit Team is recommending that consideration be given to instituting an Info Center to help alleviate enquiry workload.
The Mission provides timely and effective Consular Services. The Consular Officer is very experienced and held in high regard by Mission management. The workload for the current year has grown significantly mainly due to an increase in the arrests of Canadian citizens. The Audit Team has asked JPD to provide an analysis of workload to resources and to recommend resource support as required.
Clients have expressed a high level of satisfaction with the services provided by the Administration Program. There has been substantial turnover in the Section over the past 18 months; however, a very capable team is now in place. The MAO is very experienced and competent. The MAO takes a keen interest in property matters which is reflected in an excellent portfolio. She allows her staff to work independently while keeping abreast of and control over all areas.
Several issues are being raised. To ensure more efficient Administrative services, objectives, workplans and service standards need to be developed for all sections. To save resources and improve the configuration of the Chancery, SRS should review space requirements. A register of all 'Cash Register-Summary of Cost Recoveries' (1203A) needs to be maintained to ensure proper transfer of Immigration revenues for deposit.
The use of Travel Authorities are required to ensure proper approval of all travel by Mission employees. The Receptionist position needs to be staffed on a permanent basis.
|International Business Development||2||6||8|
|Assets||Private Lease||Crown Leased||Crown Owned|
|LES Salaries (CV 017)||1,900,000|
|Operational (CV 014)||1,300,000|
|CB Overtime (CV 015)||6,000|
|Capital (CV 050)||22,000|