April 20–23, 2010
The scope of the Inspection included a review of Mission Management and the Political Economic Relations and Public Affairs, International Business Development, Consular and Administration programs. The inspection objectives were to:
The focus and extent of on–site work was based on an assessment of materiality and related risk. This was done through communication with Headquarters (HQ) bureaux, including briefings by line management and the functional bureaux, review of relevant HQ and Mission documentation, past audit findings, and an analysis of recurring trends and systemic issues.
During the Inspection, inspection issues and lines of enquiry were further refined from information gathered through interviews with the Head of Mission and program managers, a meeting with the Locally–engaged staff Committee, individual interviews with staff, and results of other documentation reviewed. The level of inspection work was therefore based on issues and information identified and gathered at all levels, HQ, Mission management and Mission operations.
The Mission in Budapest, Hungary is a medium–sized mission with eight Canada–Based Staff (CBS) and twenty–two Locally–Engaged Staff (LES). It is responsible for departmental program delivery in Hungary, Slovenia, Bosnia and Herzegovina. Management of the International Business Development Program in Croatia and Kosovo is undertaken by the Senior Trade Commissioner (STC) in Budapest. Two CBS from the Department of National Defence are present at the Mission.
The Political Economic Relations and Public Affairs (PERPA) Program has been active in supporting high level visiting delegations and other key activities in all its countries of accreditation. The recent addition of Bosnia and Herzegovina as a country of accreditation has created some challenges for the Program and indeed for the Mission as a whole. As Canada is a member of the twelve nation Peace Implementation Council (PIC) in this country, the level of activity and coverage would be significant were the Mission in Budapest to assume the same level of involvement as there had been when there was a Canadian Embassy in country. There should be a dialogue with Federal Government stakeholders around activity in this country and the level of engagement expected with the PIC.
The International Business Development (IBD) Program is active and performing *** in its priority sectors. The Senior Trade Commissioner is also active in advocacy regarding the business and regulatory environment with other embassies in Budapest whose country's companies have a significant investment presence in Hungary. There were no significant findings or recommendations concerning this Program.
The Consular Program is *** served by an *** Locally–Engaged Consular Officer. There is a need for more formal dialogue and interaction between the Canada–Based Management and Consular Officer (MCO) and the Consular Officer with a view to establishing workplans that serve as a basis for ongoing performance discussion.
The Common Services Program is generally undertaking the responsibilities assigned to it. The Program has sufficient resources to perform its role effectively. There should, however, be formality around workplans, ongoing staff/management dialogue and performance management. Asset management should be improved to avoid delays in having occupancy agreements signed for Canada–Based Staff Quarters and to enhance compliance with directives regarding asset disposals.
A total of 33 inspection recommendations are raised in the report; 31 are addressed to the Mission and two are addressed to Headquarters. Management has
responded to each recommendation indicating action already taken or decisions made, as well as future action. Of the 33 recommendations, management has stated that 19 recommendations have been implemented. For each of the remaining 14 recommendations, management has indicated the initiatives in progress or the intended future action.
1.1.1 The Mission in Budapest, Hungary is a medium–sized mission with eight Canada–Based Staff and twenty–two Locally–Engaged Staff. It is responsible for departmental program delivery in Hungary, Slovenia, Bosnia and Herzegovina. Management of the International Business Development Program in Croatia and Kosovo is undertaken by the Senior Trade Commissioner (STC) in Budapest. Two CBS from the Department of National Defence are present at the Mission.
|Key Mission Management Criteria||Meets||Needs Improvement||Does Not Meet|
|The Mission's strategic objectives are consistent with Government and DFAIT priorities and guide staff performance measurement objectives.||X|
|DFAIT programs have developed operational plans based on the objectives outlined in the country strategy and advice/guidance from Headquarters (HQ).||X|
|The Committee on Mission Management (CMM) is an effective forum to review and make decisions on mission and administrative policies.||X|
|Mission management maintains an active and productive dialogue with the Locally–engaged staff (LES) Management Consultation Board.||X|
|Mission Management ensures that employees remain informed of key priorities and administrative policy decisions.||X|
|Minutes of committee meetings, particularly CMM, are made available to all staff, as appropriate.||X|
|The Official Languages Policy is respected and promoted by Mission Management.||X|
|Canadian Public Service values and ethics are promoted and reinforced, and employees are aware of available support resources (Values and ethics, staff relations).||X|
1.2.1 The Mission is active in promoting Canadian interests and serving Canadians in need in its territories. All Programs are client focussed and seek to achieve the maximum impact possible. Some clarity is desired with respect to the Mission's mandate regarding it's accreditation to Bosnia and Herzegovina. Since the closure of the Canadian Embassy in Sarajevo (August 2009) it has been*** for the Mission to *** this territory, given the physical distance, underdeveloped transportation infrastructure and language barriers. Compounding the situation, Canada is a member of the 12–nation Peace Implementation Council for Bosnia–Herzegovina which meets regularly in Sarajevo to undertake its oversight mandate.
1.2.2 The working environment at the Mission is positive. Communication is effective and staff appreciate the management style ***.
|Key Management Control Criteria||Meets||Needs Improvement||Does Not Meet|
|The Mission's committee structure meets minimum requirements based on size (Health and Safety, Security, Contract Review, etc.).||X|
|Mission committees are meeting regularly and effectively discharging their governance responsibilities.||X|
|Program managers are provided regular financial/budget updates to facilitate effective management and decision making.||X|
|Security policies and regulations are respected and promoted under the leadership of mission management.||X|
|The appropriate authority participates in the quarterly reconciliation of passport inventory and signs for the assets on hand.||X|
|The appropriate authority reviews and signs–off on the mission's bank reconciliations on a monthly basis.||X|
|The Mission has a plan to ensure the continuity of operations in the event of a major disruption or catastrophic event (i.e. Business Continuity Plan).||X|
|Mission Hospitality guidelines are reviewed and updated annually by CMM.||X|
|Hospitality diaries are properly supported, demonstrate value–for–money and are used in alignment with Mission objectives.||X|
|All employees have performance objectives set, annual appraisals occur, and a coordinated approach is taken to training and development.||X|
1.3.1 Most management control structures expected for a Mission of this size are in place. Committees undertake their responsibilities and are operating effectively.
1.3.2 The Mission has some elements of a business continuity plan (BCP) in place. This plan, however, is not fully documented nor has it been tested. BCP templates and guidance are currently being produced by the Emergency Management Bureau (CEP) which should help in this regard.
1.3.3 There is a requirement for enhanced compliance in two areas:
1.3.4 Hospitality files were well supported financially, however, clearer links could be made between program objectives and the purpose/evaluation of the hospitality function.
1.4.1 The HOM should participate in the quarterly reconciliation of passport inventories.
1.4.2 The Mission should ensure that a Performance Management Program assessment is done each fiscal year for all Mission staff.
1.4.3 The Mission should ensure that hospitality diaries contain linkages to broader Mission objectives and that the evaluations reflect the usefulness of events, contacts met and that they state clear outcomes.
1.4.1 Implemented July 2010. The HOM has received and approved current quarter reconciliation of passport inventories, and will continue doing so on quarterly basis.
1.4.2 Implemented July 2010. All Mission staff, including for the Official Residence, now have Performance Management Program assessments done for fiscal year (FY) 2009–2010 and in progress for FY 2010–2011.
1.4.3 Implemented July 2010. All diaries now contain linkages to each Mission objective and the evaluation of each event is done to reflect usefulness and what were outcomes achieved.
2.1.1 The Political Economic Relations and Public Affairs (PERPA) Program in Budapest is managed by an FS–03 Program Manager (PM). The PM is supported by an LE–09 Political and Economic Analyst, an LE–09 Education and Cultural Officer and an LE–05 Program Assistant.
2.1.2 Countries of accreditation for the Program include Hungary, Bosnia and Herzegovina and Slovenia.
|Key PERPA Program Management Criteria||Meets||Needs Improvement||Does Not Meet|
|Political Economic Relations and Public Affairs (PERPA) plans are aligned with the priorities and objectives outlined in the Country Strategy and informed by departmental and geographic bureau guidance and objectives.||X|
|PERPA plans outline intended outcomes and results are measurable.||X|
|Officer roles and responsibilities are clearly defined and have been communicated to all staff.||X|
|Internal communications within the Program effectively support program delivery.||X|
2.2.1 The focus of the Program has been in large part determined by the need to respond to events or activities. These include high level visits (such as the Governor General in Slovenia) and other activities such as the closure of the Embassy in Sarajevo and the subsequent requirement to identify ways to continue to cover Bosnia and Herzegovina out of Hungary. The lack of focus, or detailed planning, has less to do with *** but rather the lack of formal dialogue in the way of a Country Strategy or Reporting Agreement that would essentially confirm the areas of focus and the demand for information and analysis from stakeholders. The lack of clarity around focus was compounded by the addition of Bosnia and Herzegovina to the territory of accreditation during the fiscal year.
2.2.2 To the extent that the Program is able to determine its areas of focus, (such as ongoing activities, visits, reporting and academic relations), it has a clear idea of what it intends to achieve and what it needs to do to get there. Staff meetings are held where the team discusses activities, corresponding resource requirements and how to respond to pressures.
2.2.3 There is a desire on the part of the Program Manager ***.The current delineation does not serve the Program well as it does not allow for surge capacity in either area, does not provide for effective back–up during absences and does not give the PM flexibility in the preparation of plans and activities. *** of the need to be more of a matrix unit, but *** as to how this would play out. *** different responsibilities and *** this would be of interest *** and *** for professional development.
2.2.4 Communication within the group happens primarily through staff meetings which are held every week or two. Records of decision are not produced for these meetings. Staff ***. the dialogue that occurred during these meetings but also indicated that more bilateral discussions with the PM would be welcomed. Given the size of the team this would be appropriate and achievable and would increase cohesiveness and Program effectiveness.
|Key PERPA Implementation Criteria||Meets||Needs Improvement||Does Not Meet|
|Strategic objectives and plans have been translated into individual or team work plans.||X|
|Activities and initiatives are aligned with the Mission's key priorities and with the principles of the New Way Forward PERPA Renewal initiative.||X|
|Relations with other mission programs facilitate program delivery (i.e. public affairs).||X|
|The program develops and maintains a contact base that meets programs needs and objectives.||X|
|Program reporting is in–line with Mission and government objectives, timely and relevant.||X|
|The Program is meeting the three categories of public diplomacy; communication of events, reinforcement of an image of Canada over the medium term; and building a longer term understanding and relationship with the country.||X|
|The program facilitates a mission–wide coordinated approach to advocacy and common messaging.||X|
2.3.1 Program staff are aware of their specific responsibilities and, for routine and non–routine activities, adopt *** project management and communication practices.
2.3.2 Staff all expressed an awareness of the New Way Forward principles and how those generally impact the Program. Not all staff had completed the on–line training modules. Once this has been completed, a session could be organized to have a team discussion as to how the principles impact their day–to–day work.
2.3.3 Reporting was determined to be regular, targeted and relevant to stakeholder interests and Government priorities. There was some concern on the part of the Program with respect to the clarity of expected focus. As the Mission Planning and Reporting (MPR) system is rolled out, this clarity should be attained through a dialogue with concerned parties.
2.3.4 More work is required to define the strategic priorities for the Program with respect to Public Diplomacy. Without a doubt the Program is making *** progress in all related areas but lacks an overarching vision. Again, this situation is not due to ***, but rather the lack of a formal high level dialogue with stakeholders as to the expected areas of focus and high–level expected results. As the New Business Model (NBM) and MPR will take time to be fully implemented within the Department this clarity may not be reached imminently. However, this does not preclude the Program from seeking this clarity before the NBM/MPR are fully in place.
|Key PERPA Performance Measurement Criteria||Meets||Needs Improvement||Does Not Meet|
|The PERPA program has an established performance measurement system in place to monitor activities towards the achievement of outputs and objectives.||X|
|The PERPA Program assesses performance against their strategy / objectives and plans.||X|
|Hospitality diaries are maintained in a fashion that demonstrates value–for–money and alignment with priorities.||X|
2.4.1 The Program takes a results–based management approach. Where tools are available to help to link activities to outcomes, such as the Post Initiative Fund report, these links are clearly made. *** in this area has much more to do with the absence of an agreed to set of priorities (after consultations with stakeholders). The Head of Mission's Performance Management Agreement can serve to identify some high level objectives but is not fulsome enough to be used as an overall strategy.
2.5.1 The Program should consider reviewing the job descriptions and areas of specialization for its two Officer level positions to create a system whereby both Officers can work in any area under the PERPA realm.
2.5.2 Regular bilateral meetings should be held between the Program Manager and each staff member and a summary of decisions should be produced following staff meetings.
2.5.3 Program staff should complete the online training modules for the New Way Forward. Upon completion, the Program should organize a session where staff can discuss the impact of the initiative on its areas of focus, procedures and activities.
2.5.1 In progress for December 2010. Two out of three LES in the Section are now in new positions ***. Job descriptions will be reviewed to reflect new responsibilities and redistribution of efforts according to updated priorities.
2.5.2 Implemented May 2010. Regular bilateral meetings are now held between the Program Manager and each staff member. A summary of decisions is prepared following staff meetings.
2.5.3 In progress. Program staff will complete the online training modules for the New Way Forward by October 2010 at the latest. A session will then be organised to discuss the impact of the initiative on the Program's area of focus, procedures and activities.
2.5.4 GUD should enter into a dialogue with the Program with respect to the expected level of focus, engagement and activity in Bosnia and Herzegovina also considering current resource availability.
2.5.4 The focus and level of engagement for FY 2010/2011 was discussed with the Mission and an initial allocation of funds was provided to cover an agreed program of activities. Additional funds will be provided later in the FY. Discussions will continue on the level of engagement in future years that will be shaped by resource availability and the future of the international presence in Bosnia. GUD has had a preliminary dialogue with the Ambassador–Designate, and that dialogue will continue after her arrival at post. The restructuring of the Europe Bureaux, effective August 3, 2010 has placed responsibility for both Hungary and Bosnia and Herzegovina in one Division within the new Europe and Eurasia Bureau.
3.1.1 The International Business Development (IBD) Program in Budapest is managed by an FS–04 Senior Trade Commissioner (STC). The STC is supported by two LE–09 Commercial Officers, an LE–07 Junior Business Development Officer and an LE–05 Program Assistant.
3.1.2 Territories of accreditation for the Program include Hungary, Croatia, Kosovo, Slovenia and Bosnia–Herzegovina.
3.1.3 Priority sectors for the Program are Agriculture, Food and Beverages, Agricultural Technology and Equipment, Fish and Seafood Products, Information and Communication Technologies (ICT) and Environmental Industries.
3.1.2 The 2009/2010 Fiscal Year budget for the Program is as follows:
|Client Services Fund||22,250|
|Key IBD Program Management Criteria||Meets||Needs Improvement||Does Not Meet|
|Program objectives reflect departmental plans and priorities, including partner departments where applicable.||X|
|Performance targets are defined, clear and measurable.||X|
|Officer roles and responsibilities are clearly defined and have been communicated to all staff.||X|
|Internal program communication effectively supports program delivery.||X|
3.2.1 The Program undertakes a *** planning exercise each year. Priority sectors are reviewed and validated in a comprehensive manner. Inquiries are made of relevant entities, both within the Department and externally to acquire up to date information on sector activity from the territory and also with respect to Canadian industry interest and capability. All Program staff were able to identify relevant experts and initiatives, emanating from Headquarters (HQ) and elsewhere, that were of value to their work.
3.2.2 Priority sectors are appropriate and represent areas of past success and future opportunity for Canadian clients. Some concern exists as to the long–term viability of the Environmental Industries sector. This sector was recently chosen as a priority, largely due to an expansive (approximately $7.7 billion) program of infrastructure improvements, financed by the European Union (EU), to bring Hungary's environmental infrastructure to EU standards. This program runs from 2007–2013. The potential for Canadian clients in winning bids for projects funded under this program should be monitored and assessed regularly.
|Key IBD Implementation Criteria||Meets||Needs Improvement||Does Not Meet|
|Business plan objectives and those outlined in management's PMAs (Performance Management Agreement) / PMPs (Performance Management Program) appropriately cascade down into officer PMPs.||X|
|The program utilizes TRIO to facilitate client relationship management.||Best Practice|
|Staff use of TRIO is monitored to ensure activities are reported appropriately and accurately reflect the work undertaken.||X|
|The InfoCentre function has defined objectives and responsibilities.||X|
3.3.1 The profile of priority sectors is appropriate. One LES Officer handles the Agriculture and Food related sectors, another handles ICT, while the Junior IBD Officer handles the Environmental Industries sector. The STC focusses mainly on Program management, market access and regulatory issues.
3.3.2 A significant amount of effort has gone into an initiative that seeks to work with local officials to enhance transparency around the regulation of business by government. Working with a number of other embassies of countries that have a large investment presence in Hungary, advocacy on related issues is occurring at high levels. The success of this initiative has led to a desire to replicate it in Slovenia.
3.3.3 The Program in Hungary is not a part of the European Multi–Country Sector Teams, nor has Hungary been identified as a priority market by the Sector Practice Groups working out of HQ. Nonetheless, the Program monitors activity in these groups to determine areas where they could potentially collaborate, or at a minimum receive good business intelligence.
3.3.4 Relationships with DFAIT Regional Offices (ROs) were less developed than would have been expected. Collaboration has successfully occurred for specific initiatives, but there is no systematic dialogue or sharing of information between ROs and the Program.
3.3.5 TRIO (the Trade Commissioner Service's client and performance management system) usage within the Program is fully implemented. TRIO is used by all Program staff on a regular basis. Full usage of the system enables the STC to use TRIO derived productivity metrics (the TRIO "dashboard") to manage Program performance. The support function for the Program is effective, providing the breadth of services that would typically be found in an InfoCentre in a larger IBD program.
3.3.6 An innovation with respect to TRIO usage was noted. Surplus computer monitors were installed on IBD staff computers, giving each user two screens. One screen is used for routine computing (e–mail, word processing, internet) while the other is dedicated to TRIO. The result is that TRIO is open and displayed at all times, providing an incentive to users to input information on a timely basis.
|Key IBD Performance Measurement Criteria||Meets||Needs Improvement||Does Not Meet|
|Tools and mechanisms are in place to measure and monitor performance of the program.||X|
|Program employees are involved in the performance measurement process.||X|
|Hospitality diaries are maintained in a fashion that demonstrates value–for–money and alignment with priorities.||X|
3.4.1 Program performance is monitored closely, mostly through TRIO. Performance indicators demonstrate a *** active Program. All employees routinely monitor and discuss performance and priorities with the STC.
3.4.2 Career management and support for professional development are integral ***. Not only is performance monitored, but *** to succeed in their work.
3.5.1 The Program should continuously and closely monitor developments in the Environmental Industries sector to determine its ongoing viability.
3.5.2 A strategy to enhance interactions and increase communication with Regional Offices should be developed, at a macro level for the Program at large and on a more detailed basis within priority sectors.
3.5.1 Implemented May 2010. Developments in Environmental Industries are being monitored and will be twice yearly.
3.5.2 A strategy to enhance interaction with ROs at the Program level for priority sectors will be developed by incoming STC ***, to be finalised by December 2010, in consultation with key partners.
3.5.3 BTD should examine the possibility of replicating the dual computer monitor setup (allowing TRIO to be open and visible at all times) employed by the Program in Budapest at all missions worldwide. In missions with surplus monitors, the only thing required would be the technical steps to set up the configuration.
3.5.3 While not aware that the Mission had equipped each IBD staff member with a second monitor, eServices Division (BSS) agrees that it would be beneficial for staff to have a second monitor where surplus monitors are available. This allows users to work more efficiently not only with TRIO but also with other frequently used applications, such as Outlook. By August 20, 2010, BSS will consult with the Mission to evaluate their approach. In our communications with posts, we could include a recommendation for a second monitor for TRIO users where surplus monitors exist. We would, however, not be in a position to make this a requirement since this involves mission resources and priorities.
4.1.1 The Mission is served by an LE–07 Consular Officer, who has worked in this role *** for both passport and Consular activities. As policies have changed over time, it may be appropriate to provide refresher training to the Officer.
4.1.2 Much of the Program's recurrent work, such as visits to detainees and updates to key documents, is scheduled through COSMOS (Consular software). The Mission has a limited numbers of detainees in their sphere of accreditation (Hungary, Slovenia and Bosnia and Herzegovina). It is recommended though that the Mission begin to undertake more formal business planning, in order to be better positioned to manage the Program should the level of activity increase.
4.1.3 The Program maintains a warden system *** in Hungary, and *** in Bosnia and Herzegovina. The Program uses a set of criteria to identify reliable candidates who are then approached with a request to be a warden. There had been warden meetings under a previous Management and Consular Officer (MCO), however the practice was discontinued until the current MCO took up the post.
4.1.4 The Registration of Canadians Abroad (ROCA) registrants have declined in recent years with the use of an electronic registration system, which some of the less technically comfortable clients appear to resist using. The Program does, however, make efforts to encourage all Canadian contacts to register.
4.1.5 The Mission provides approximately 500 passport services and processes approximately 88 citizenship applications yearly. There are 638 Canadian citizens in the ROCA database. The estimated number of Canadians residing in Hungary is 2000. For Bosnia and Herzegovina, the Mission has 44 of an estimated 2,000 Canadians registered in the ROCA database, and for Slovenia, 16 of an estimated 300 Canadians.
|Key Consular Program Management Criteria||Meets||Needs Improvement||Does Not Meet|
|The Mission's Consular Contingency Plan is up–to–date.||X|
|The Mission has ongoing dialogue with key local authorities to facilitate Program delivery.||X|
|The Duty Officer Manual is up–to–date and contains a list of hospitals, doctors, lawyers, dentists, etc., to whom clients can be referred.||X|
|Regular staff meetings are held to communicate new directives, set priorities, plan program and operational direction, and to ensure staff are aware of case management issues.||X|
4.2.1 Key management controls were reviewed and were in place. The Mission has ensured that key documentation such as the Consular Contingency Plan is kept up to date. There is, however no work–plan to schedule recurrent activities, or those activities of which the Program has advanced notice. Such a plan could assist the Consular Program to better manage resources and create more structure in what is predominantly a reactive environment.
4.2.2 The Consular Program maintains ongoing dialogue with key contacts and keeps up–to–date lists of service providers to whom clients can be referred. The Consular Officer has no hospitality funds with which to maintain such key contacts and, in the past, *** to support minor expenses in relation to network building and maintenance.
|Key Consular Client Service Criteria||Meets||Needs Improvement||Does Not Meet|
|Service standards are made available to clients in both official languages.||X|
|The Program monitors adherence to Service Standards and makes adjustments where necessary.||X|
|The Program has the capacity to provide services to Canadians in the official language of their choice.||X|
|The Mission promotes client feedback mechanisms and takes corrective action, when warranted.||X|
|The mission has provided the Honorary Consul (HonCon) with a mandate letter which establishes their role, responsibilities and accountabilities.||X|
|The HonCon's performance is reviewed annually by the mission.||X|
|There is adequate liaison/support from them mission for the HonCon.||X|
4.3.1 Overall, the Mission provides client oriented Consular services and is ***by an *** Officer.
4.3.2 The Program is not active in soliciting feedback from clients. While feedback forms are available, the Officer is not actively suggesting to clients that they should be completed, nor is she providing them to clients whenever a service is provided.
4.3.3 Approvals of documents or responses to enquiries have not been occurring *** and *** have impacted the *** provision of services. In order to ensure that service standards are met, the MCO will need to ensure appropriate balance between managing the Consular Program and the Common Services Program.
|Key Consular Internal Control Criteria||Meets||Needs Improvement||Does Not Meet|
|A trained CBS with substantial control of the passport program is assigned overall responsibility to oversee regulatory compliance with Passport Canada's policies and procedures.||X|
|A certified CBS signs–off on all passports, except in extenuating circumstances requiring the function to be conducted by an LES with the approval role in Passport Management Program (PMP).||X|
|Completed passport application forms and related documentation are held for 60 business days following the end of the month that they were submitted and then securely destroyed.||X|
|Upon receipt of new passport stock, two CBS verify the receipt of all assets, sign and return the transmittal note. (Form PPT 300 – Passport Receipt Form – to Foreign Operations (PPSP).||X|
|The primary inventory of passport blanks (temporary and emergency), ID labels, OBS labels, stamps, and seals are stored in according to official guidelines.||X|
|Movement of assets is recorded on an inventory log and initialled by the CBS custodian and the employee receiving the asset.||X|
|LES are allocated an appropriate working inventory that is controlled by a daily log (passport numbers issued, spoiled, returned to safe storage) and unused inventory is stored securely at the end of each day.||X|
|Inventory is physically counted, reconciled and signed–off at the end of each month by two staff, one of whom must be a CBS.||X|
|The appropriate authority participates in and signs–off on quarterly passport inventory reconciliations.||X|
|There are adequate segregation of duties for staff handling revenues.||X|
|Client documents and personal information are properly stored, secured, and disposed.||X|
|Official Receipts are issued to Consular clients and revenue is recorded on the EXT 119 (Record of Fees Received Passport Consular Services).||X|
|Revenues are transferred to the finance section once $500 is reached (once a week if less than $500), a reconciliation is completed in the presence of the transferring employee and an Official Receipt is issued.||X|
|Official seals and stamps are properly inventoried, secured and access provided to designated staff only.||X|
4.4.1 The Consular Officer maintains a minimal working stock of labels for passports ***. The MCO maintains a working stock of travel documents and labels***, and all remaining stock in ***. Reconciliation against used stock showed that this count was correct. The MCO is performing the monthly passport count, however the HOM is only signing off on it quarterly, and not actually doing the count.
4.4.2 In reviewing the transfer of revenues between the Consular and Finance sections, the Inspection Team observed that, while the overall process is appropriate, revenues are only transferred ***. Revenues often exceed the maximum value that should be held in the Consular Program, per the Manual of Consular Instructions. Revenues were reconciled against the Official Receipts and were correct.
4.4.3 The Consular Program uses Official Receipts whenever cash is transferred from a client to the Mission, or between programs and sections, however, there is no sample of an Official Receipt in the Consular booth.
4.4.4 The Consular Program stores the wet and dry seals appropriately, and maintains an inventory of the dry seals. The MCO did not have an inventory of the wet seals at the Mission.
4.5.1 The Consular Section should develop annual work–plans.
4.5.2 The MCO should ensure regular bilateral meetings with the Consular Officer (CO).
4.5.3 The Consular Section should provide a feedback form with every service provided.
4.5.4 The MCO should develop a process for ensuring enquiries and applications are signed off ***.
4.5.5 The Mission should post a copy of an Official Receipt in the Consular booth.
4.5.6 The Program should transfer funds to the Finance Section ***.
4.5.7 The Mission should ensure that a inventory of wet seals is created and maintained.
4.5.1 Mission will consult HQ and regional centre on development of work plans for staff and MCO. The Mission has sought ZIV (Inspection Division) input on best practices they have seen at missions abroad, especially missions of similar profile. Upon receipt of relevant information from the different parties, the Program will develop an appropriate work plan for the Section, with full draft ready by January 2011. This may be prepared on an interim basis, and all will be in place for FY 2011–2012.
4.5.2 Implemented May 2010. Weekly meetings are taking place. CO and MCO also have ad–hoc meetings to discuss cases when there are developments.
4.5.3 Implemented July 2010. Copies of the feedback form are available in the waiting area. As well, all clients now receive a hard copy of the form to fill out.
4.5.4 Applications are signed off ***. Emergency applications are approved when they are received. The Mission average return for applications has consistently been less than ten days which is five days faster than the Passport Canada service standard of 15 days.
4.5.5 In progress for July 2010. A copy of the Official Receipt will be laminated and posted in the interview booth.
4.5.6 Implemented May 2010. Requirement is been observed by staff following the Finance Review of 2009. The importance of having a *** has been reiterated and all staff handling revenues will be more vigilant in the future to ensure ***.
4.5.7 Implemented July 2010. An inventory of the wet seals has been established.
5.1.1 The Common Services Program is managed by an AS–06 MCO who is supported by a team of one CBS and eight LES. The following table summarizes the resources available to the Program.
|Information Management / Information Technology||1||1||0||–|
5.1.2 The Program is responsible for providing common services to twenty–nine employees spread over three DFAIT and one partner program. The Mission provides IM–IT support to the mission in Zagreb, Croatia.
|Key Common Services Program Management Criteria||Meets||Needs Improvement||Does Not Meet|
|The program has developed an operational plan that incorporates key mission and international platform objectives, along with measurable expected results.||X|
|The program actively seeks to implement best practices, improve efficiencies and reduce operating costs.||X|
|Service standards have been established and performance is measured.||X|
|There are regular staff meetings in the Common Services Program to review priorities for the period and to follow up the implementation of plans.||X|
5.1.3 The Program is client service oriented, and staff seek to work *** as possible. There is, however, a need for improvement in planning, communications and performance measurement.
5.1.4 Save for the Security function, there are no formal plans within Common Services at the Mission. The Security plan has defined key activities and general time frames, however it does not allocate resources and define outputs. The Program will have to begin developing operational plans in each section, and the MCO should develop an overall personal work–plan to allow her to address the various elements of her role.
5.1.5 The Program uses the generic 2004 Service Standards that had been established by Headquarters. Modification of the standards to fit the needs and capabilities of the Mission had not been done.
5.1.6 The Program meets on a monthly basis, primarily serving as a forum for the MCO to present relevant information from the CMM. Individual sections have their own ad hoc processes for sharing information, most of which involve irregular daily contact within the section and with the MCO. Only the Property Section meets regularly (on a daily basis) to discuss short, medium and long term activities and projects. The MCO attends these on a weekly basis.
5.1.7 Sections within the Program could benefit from more structure in the form of regular team meetings with the MCO, in order to maintain awareness of Management's expectations, and operational situations.
|Key Common Services Client Service Criteria||Meets||Needs Improvement||Does Not Meet|
|Service standards have been established and communicated to clients.||X|
|Any hub and spoke relationships are governed by an Memorandum of Understanding (MOU), outlining the roles and responsibilities of each mission.||X|
|Service standards reflect fair and equitable allocation and access to common services for all mission programs.||X|
|A mechanism is in place to solicit and receive client feedback and corrective action is taken when warranted.||X|
5.1.8 The Mission provides Information Management / Information Technology (IM/IT) to the mission in Croatia. There is, however, no Memorandum of Understanding (MOU) in place defining the roles and responsibilities of each mission.
5.1.9 As noted, the Mission uses the generic 2004 service standards. While these have been communicated to clients, they are out of date, and not tailored to the needs and capabilities of the Mission. Feedback mechanisms tend to be informal at the Mission and, while they do work, there is the risk that information may not be adequately communicated to management.
5.1.10 The Program should develop operational plans in each section, and the MCO should establish an overall personal work–plan.
5.1.11 The Mission should ensure that generic HQ service standards are modified to fit the needs and capabilities of the Mission.
5.1.12 The MCO should ensure regular team meetings occur in all sections and within the Program.
5.1.13 The Mission should ensure that there is an MOU in place with Zagreb, defining roles and responsibilities for support.
5.1.14 The Mission should formalize feedback and corrective action processes.
5.1.10 The Mission will consult HQ and regional centre on development of work plans for staff and MCO. The Mission has sought ZIV input on best practices they have seen at missions abroad, especially missions of similar profile. Upon receipt of relevant information from the different parties, the Program will develop appropriate work plans for employees and for the MCO, with full draft ready by January 2011. These may be prepared on an interim basis, and all will be in place for FY 2011–2012.
5.1.11 The Mission specific service standards established in fall 2009. All Common Services staff providing services to clients are currently reviewing their section's standards to ensure information is still accurate. 2010 modifications scheduled to be approved by the CMM for September 2010.
5.1.12 Implemented summer 2010. As most sections in Common Services have one employee, meetings with individual employees take place once a week. In cases where there are multiple employees in a section, section meetings are now being scheduled once a month.
5.1.13 In progress for September 2010. The Mission is in consultation with Regional Service Centre (RSC) and the mission in Vienna for input on format of Hub/Spoke MOU for IT.
5.1.14 In progress for September 2010. The Common Service team will discuss methods of client feedback and set–up a system to formalize the process. Corrective action processes and deadlines for response will also be determined.
5.2.1 The HR function at the Mission is the responsibility of the MCO who is assisted by an LE–07 Personnel Officer. The Inspection Team was limited in the observations on staffing actions for the Mission by the accidental destruction of the previous three years of competition files.
|Key HR Management Criteria||Meets||Needs Improvement||Does Not Meet|
|Responsibilities for the human resource activities have been clearly defined, delegated and communicated to all staff.||X|
|LES have been provided with the most recent version of the LES Handbook.||X|
|The LES MCB is representative of mission programs and levels and is utilized by both LES and Mission Management to facilitate communication.||X|
|An HR plan has been developed and submitted to HQ.||X|
|A mission training coordinator has been appointed and budget established.||X|
|Mechanisms are in place to monitor completion of employee's performance evaluations, CBS and LES.||X|
|Personnel and position files are complete and maintained separately.||X|
|Job descriptions are up to date and signed by incumbent and supervisor.||X|
|The mission records LES accrued leave, deductions and current balances.||X|
5.2.2 The Personnel Officer is the training officer and works to collect training needs in order to develop a Mission wide training plan. The limits on discretionary spending, however, have had an impact on their ability to provide staff with some of the training they have identified as necessary in their plans.
5.2.3 Not all job descriptions in personnel files were signed, nor were a number up to date. The Mission should review job descriptions every five years, or as there are significant changes to the roles and responsibilities of the position.
|Key HR Processes and Internal Control Criteria||Meets||Needs Improvement||Does Not Meet|
|The mission maintains written records of each staffing action in–line with the requirements established by the International Platform Branch Human Resources Services Bureau (ALD).||X|
|Letters of Offer are signed by the appropriate authority.||X|
|New LES and CBS employees are provided with an information package on the working conditions, benefits and regulations pertaining to employment at the mission.||X|
|Classification action files demonstrate adherence to departmental procedures and contain the required documents and approvals.||X|
|Employees concerned are advised in writing of the Classification Committee's decision and of their rights to grieve.||X|
|Staff are aware of and comply with the Values and Ethics Code and have signed a document certifying that they have read and understood this code. Staff should be reminded on an annual basis.||X|
|Mission signage is provided in both English and French and a bilingual Official Languages Co–ordinator has been appointed.||X|
|The mission has sufficient capacity to communicate with and provide services to the public, both orally and in writing, in both official languages.||X|
5.2.4 For the most part, internal controls were in place and operating as intended. The Mission holds segregated HR files that are appropriately secured. As noted previously however, three years of competition files were accidentally destroyed *** prior to the Inspection, and as such observations on the compliance of staffing actions are limited.
5.2.5 The Mission should review job descriptions every five years, or as there are significant changes to the roles and responsibilities of the position.
5.2.6 The Mission should ensure that all staff are aware and compliant with document retention and disposal policies and procedures.
5.2.5 In progress for December 2010. The Mission will review all job descriptions to ensure content matches current job profile. Any changes not recorded will be incorporated into the job descriptions by year end. The Mission will also establish review cycle to correspond with CBS rotation to ensure updated job descriptions are available for all staff.
5.2.6 In progress for fall 2010. HR files for staff actions in the last three years do exist. Only two are lacking documentation. *** mistakenly disposed the documents *** that corporate documents have to be kept for archiving purposes. All staff will also be reminded of the document retention and disposal policies and procedures.
5.3.1 The Physical Resources functions at the Mission are the responsibility of the MCO who is assisted by an LE–08 Property Officer, an LE–05 Materiel Clerk, and an LE–00 Maintenance Technician.
5.3.2 The Section is responsible for nine sites, a Crown–leased Chancery, Crown–leased Official Residence (OR), three Crown–leased Staff Quarters (SQs), and four Crown owned SQs. The Section is also responsible for the fleet ***.
|Key Physical Resources Program Management Criteria||Meets||Needs Improvement||Does Not Meet|
|The MPMP and MMWP are up–to–date and approved by the appropriate mission and HQ authorities.||X|
|The appropriate authority allocates SQs based on the recommendation of the Mission Housing Committee.||X|
|The Chancery is well maintained and a maintenance schedule is in place.||X|
|The Official Residence (OR) is well maintained and a maintenance schedule is in place.||X|
|The mission has an efficient process in place for receiving, processing and monitoring work orders.||X|
|Annual inspections are conducted to assess the state of the SQ and input into maintenance and acquisition planning.||X|
|The mission's multi–year capital acquisition plan is approved by CMM annually.||X|
|Local procurement guidelines have been established and include direction on obtaining supplier discounts.||X|
5.3.3 Overall, the management of the Property Section is *** client service oriented. In addition to the corporate planning submitted to Headquarters, the Property Section undertakes short, medium and long term work planning, which are discussed at the Section's daily meetings.
5.3.4 Staff perform both regular and periodic inspections of properties in order to address maintenance issues, and prior to occupancy by incoming CBS, the Section undertakes a walk through of the property.
5.3.5 The Mission is not preparing a multi–year capital acquisition plan. However, an annual plan is created and approved by the CMM. In order to make the most of the Common Services capital budget, the Mission should undertake a multi year planning exercise.
5.3.6 The Property Section is client service oriented and uses the appropriate tools to ensure that work is undertaken in a timely fashion. The MCO regularly participates in the Section's meetings, to keep appraised of the work being done and any issues or concerns that may arise.
|Key Physical Resources and Internal Control Criteria||Meets||Needs Improvement||Does Not Meet|
|An inspection is conducted by new SQ occupants and a mission representative within 30 days of occupancy, after which occupancy agreements and distribution accounts signed.||X|
|A percentage of the costs for OR supplies has been established and regular reimbursements are made.||X|
|Costs of damages resulting from occupant negligence are recovered.||X|
|Records of assets in storage are maintained on an ongoing basis and verified annually. The Mission maintains a dollar value of stored assets.||X|
|Chancery, OR, and SQ assets are appropriately safeguarded, inventoried, and controlled.||X|
|Disposals are appropriately authorized and follow Departmental guidelines.||X|
|Vehicles logs are appropriately completed, demonstrating that use was for official purposes.||X|
|Vehicle logs and mileage are verified monthly by a CBS to reconcile usage to gas purchases as well as monitor vehicle performance.||X|
5.3.7 Overall, internal controls were effective. However, there were some issues regarding inventories and disposals that the Mission will need to address.
5.3.8 The Property Section uses the departmentally approved electronic service request system, and attempts to get staff to use the system both for requests and for ensuring that the work is satisfactorily completed. As necessary, the Section will solicit verbal feedback from clients.
5.3.9 Inventories were reviewed and, save for the Chancery furnishings, there were inventories for all assets. It was noted however that not all inventories had signatures or dates, and that some Occupancy Agreements and inventories were not signed in a timely fashion.
5.3.10 Files for disposal sales did not always include the HOM's approval for the disposal. Members of the Property team, who participated in the evaluation of goods, were also bidders in the disposal sale. Per Chapter 7 – Materiel Disposal and Life Expectancy of the Materiel Management Manual, Administrative staff may not participate in the purchase of goods when they are involved in the disposal process.
5.3.11 The Driver logs are appropriately completed and the Receptionist/ Dispatcher is completing the fuel reconciliation. However there is no management oversight. The MCO has been reviewing vehicle performance and usage and, at the time of the Inspection, was undertaking an exercise to confirm whether or not the fleet needed to be reduced.
5.3.12 The Mission should develop and maintain a multi–year capital acquisition plan that is tabled at the CMM.
5.3.13 The Mission should ensure that all inventories are complete and signed off in a timely manner.
5.3.14 The Mission should ensure that vehicle usage is monitored such that fuel purchased is reconciled to mileage driven.
5.3.15 The Mission should ensure compliance with policy as set out in Chapter 7 of the Materiel Management Manual when disposing of assets.
5.3.12 Capital acquisitions are included in the Mission Procurement Plan. The current plan covers FY 2010/2011, FY2011/2012 and FY 2012/2013. The Mission Procurement Plan, a part of Common Service annual business planning process, was approved by the CMM prior to the start of the current fiscal year.
5.3.13 Implemented July 2010. SQ inventories are now provided to occupants upon arrival.
5.3.14 Implemented July 2010. The Mission log is up to date. The Program will ensure that management is also made aware of consumption and signs off on the logs on a monthly basis.
5.3.15 Implemented July 2010. Policies under Chapter 7 discussed with staff. It is now clear to Property staff that due to their knowledge of assets marked for disposal, they cannot submit bids for these items.
5.4.1 Finance within the Mission is managed by the MCO who is supported by an LE–07 Senior Accountant and an LE–06 Accountant.
5.4.2 The Senior Accountant recently has been involved in higher level budget meetings and *** of the objectives of the Mission and the pressures that it faces.
5.4.3 The Mission plans by examining both discretionary and non–discretionary items for both Program and Common Service expenditures. Assessments are done of the previous year's budget, then the allocations are made accordingly. The Mission has also been examining cost cutting approaches, from saving energy to the use of official vehicles, in order to maximize the effectiveness of their funds.
|Key Finance Management Criteria||Meets||Needs Improvement||Does Not Meet|
|Financial procedures have been established to guide clients and Finance staff.||X|
|The section employs methods to minimize disruption (eg. setting of "quiet hours" and controlling access to the finance section).||X|
|Acquisition cards are being used, where appropriate, to minimize burden on petty cash accounts, cheque issuance and electronic fund transfer (EFT) requirements.||X|
|Payment runs are kept to a minimum, but are sufficient enough to allow for good client service.||X|
|Where appropriate, the mission uses EFT (suppliers, LES salaries).||X|
|Immigration refunds are arranged through cheque or EFT.||X|
|The mission has developed instructions on obtaining supplier discounts and actively seeks opportunities.||X|
5.4.4 The Mission benefits from *** staff, and overall internal controls within the Finance Section are effective.
5.4.5 The Mission uses acquisition cards where appropriate, and periodically reviews to whom they have been issued. Recently, the Mission cancelled one acquisition card following a review ***, which was better suited to ***. The MCO has also identified a need for administrative assistants to have acquisition cards, in order to allow them to make payments on behalf of their programs. She has recently applied for these cards.
5.4.6 Electronic Fund Transfers (EFTs) are used for payments as much as possible. The process by which EFTs are authorized,*** is an efficient process that reduces the Mission's exposure to fraud.
5.4.7 The Finance Section is, overall, client service oriented and has effective processes and internal controls.
|Key Finance Internal Control Criteria||Meets||Needs Improvement||Does Not Meet|
|A Contract Review Board (CRB) is in place and operating effectively with clear terms of reference.||X|
|Bank reconciliations are completed monthly and are properly reviewed and authorized by the appropriate authorities||X|
|The asset and liability report is reviewed on a monthly basis by the appropriate authority.||X|
|Section 34 is exercised by individuals who possess the appropriate delegation of authority.||X|
|Section 33 is exercised by individuals who possess the appropriate delegation of authority.||X|
|The appropriate authority receives the original monthly bank statement directly from the bank and reviews it prior to giving it to the accountant.||X|
|Official receipts are provided to clients at time of payment and to internal staff when funds are transferred (i.e. from Consular to Finance).||X|
|Reconciliations of any funds transferred within the mission are conducted in the presence of two staff.||X|
|Monthly reconciliations of immigration fees are completed and the EXT–1203 is signed by the appropriate authority.||X|
|Hospitality claim processes ensure that policy and guidelines are adhered to and that the accountant verifies the completeness and accuracy of the claim.||X|
|Hospitality files are maintained centrally in Finance, as per the hospitality guidelines.||X|
|A process is in place to ensure the consistent and appropriate review of travel claims.||X|
|A process is in place to ensure that, where applicable, CBS reimburse the Mission for any services of personal nature received at their staff quarters (television, internet, telephone etc).||X|
5.4.8 The MCO is not receiving the bank statements and is not the primary point of contact for the bank. While language barriers may present an obstacle, the MCO should be seen by the bank as a key contact point, and be the individual to whom bank statements are sent. If the Mission relies on electronic copies of the statements, the MCO should print her own copy, or validate each statement attached to the bank reconciliation with the online copy.
5.4.9 The Mission should ensure that the MCO is the key point of contact for the bank, and receives bank statements directly.
5.4.9 Implemented May 2010. Bank statements are being received by the MCO and are reviewed prior to their transfer to the Finance Section.
5.5.1 The IM/IT section of the Mission is overseen by the MCO who is supported by a CS–02 Foreign Services Information Technology Professional (FSITP) who also provides support to the mission in Zagreb, Croatia. The FSITP reports to the Client Service Regional Manager (CSRM) at the mission in London. Overall, the Mission is *** served by the IM/IT function.
|Key IM–IT Management Criteria||Meets||Needs Improvement||Does Not Meet|
|Information Management / Information Technology (IM/IT) workplan exists and includes regional activities.||X|
|Where required, an IM/IT Committee has been established to provide direction and program input.||X|
|The liaison between the mission, HQ and regional manager is effective.||X|
|IM/IT requirements in relation to business continuity planning (BCP) have been defined, implemented and tested.||X|
5.5.2 The Mission requires significant improvement in the management framework and practices of IM/IT.
5.5.3 IM/IT support at missions is, for the most part, a reactive function with informal planning. The Mission does not have a formal work–plan that sets out the activities not performed in response to a user initiated support request.
5.5.4 There is also a lack of communication between the management of the function at the Mission and the CSRM in London. Periodic dialogue between the MCO and CSRM, especially in the development of a work–plan and end of year assessments would greatly benefit the Mission, by allowing the managers to understand work loads, and manage expectations. The dialogue will also require liaison with the mission in Zagreb in order to coordinate the FSITP visits and schedule them appropriately.
5.5.5 The Mission has not identified IM/IT requirements for Business Continuity Planning, and the IM/IT infrastructure at the Alternate Command Post has not been tested.
|Key IM–IT Client Service Criteria||Meets||Needs Improvement||Does Not Meet|
|Problems experienced by the user are generally resolved within a reasonable time frame.||X|
|The Mission is using the required help–desk/client service tools and maintains relevant data.||X|
|Issues identified at regional missions under the ITPs responsibility are monitored and consultations occur regularly with the appropriate authority.||X|
5.5.6 The IM/IT function at the Mission is client service oriented and makes ***. use of the tools and processes to ensure that user support is done ***.
5.5.7 The FSITP uses regularly the Remedy help–desk system to ensure that all support is accurately tracked and that there is confirmation that issues have been resolved. Review of the system demonstrated that there were a low number of open tickets and no major unresolved issues.
|Key IM–IT Internal Control Criteria||Meets||Needs Improvement||Does Not Meet|
|Back–ups are performed routinely and tapes are stored in a safe location.||X|
|The Mission has appropriate secondary communications in place and those tools are tested regularly.||X|
|The Mission has a consistent approach in place for the management of electronic and paper records and compliance to legislation, policies and standards.||X|
|Standardized practices and processes are in place to facilitate management and sharing of corporate information across programs. (e.g. e–mail best practices, effective folder structures).||X|
|Controls are in place to ensure the network acceptable use policy (NAUP) is respected (SIGNET and DSL connections).||X|
|Employees formally sign out IT assets (cellular telephones, laptops etc.) and are advised of their accountabilities.||X|
|Surplus IT assets are disposed with the appropriate approvals per departmental policy.||X|
5.5.8 Overall, IM/IT processes and controls were effective. However, the Mission needs improvement in areas surrounding business continuity.
5.5.9 While the FSITP has ensured that the Alternate Command Post has the network infrastructure to support a move of essential Mission services to that location, there is no plan to guide such a move or operations at the site. Back–ups of the Missions systems are done regularly. However, the tapes are all stored ***.
5.5.10 The Mission has an active Information Management Committee and has planned an IM day to provide guidance on IM tools and techniques as well as to undertake a clean–up of electronic information holdings. The Mission has not, however, done a review and clean–up of hard copy records.
5.5.11 The Mission should engage in periodic liaison with the CSRM in order to formulate and maintain an IM/IT work–plan.
5.5.12 The Mission should develop a Business Continuity Plan with an IM/IT component and test it periodically.
5.5.13 The Mission should ensure that periodic back–up tapes are stored securely *** in a fireproof media shell.
5.5.14 The Mission should undertake a review of hard copy information holdings, and schedule a "clean–up" day in compliance with IM policies.
5.5.11 The IM/IT Plan was submitted to HQ as part of the Business Planning at the Mission in January 2010. The CSRM was consulted by the FSITP during the preparation of the plan. The Mission will continue to liaise with CSRM should there be mid–year developments.
5.5.12 In progress for fall 2010. The IM/IT component of the Business Continuity Plan has been set–up *** for many years and the system is tested periodically. *** is not officially designated as Alternate Command Post (ACP), the BCP cannot be finalized. Selection of an ACP will be tabled at next the CMM.
5.5.13 In progress January 2011. The Mission purchased a ***, which Regional Security Abroad (ISRA) approved based on its *** certifications, *** in March 2010. Recommendation *** has been added to the list of security upgrades. Pending funding availability, all upgrades will be implemented, in order of priority in consultation with Security Operations and Personal Safety Division (ISR) and Mission Management.
5.5.14 In progress for summer 2010. The Mission plans an IM clean–up for this summer. Date to be confirmed by Mission Management.
|Assets||Crown Owned||Crown Leased|
|Program Budget||Common Services Budget|
|Operating (N001)||$ 177,895||$ 1,809,650|
|CBS Salaries (N011)||394,000||151,390|
|LES Salaries (N012)||513,375||315,775|
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