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Spatio-temporal dynamic of malaria in Ouagadougou, Burkina Faso, 2011–2015

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There is good collaboration among all tenants of the building. Various options have been discussed with the Physical Resources Bureau ARD , but a decision will have to be made soon and communicated to the Mission. With five of the six CBS relocating this year, the workload will already be difficult to manage, and appropriate plans and resources will be required. This has resulted in the implementation of stronger controls and formalized procedures, which has improved transparency and made work more efficient. More support has been provided to the Property and Materiel Manager, which has enabled this individual to perform duties more effectively and better manage client expectations.

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File history

Written local procurement guidelines will allow the MCO to hold staff accountable for delegated responsibilities and will also help guide staff and clients. This initiative has improved service delivery and ensured transparency in the tendering process and choice of contractors. All were well furnished and maintained, although some bathrooms and kitchens will need to be upgraded. Some SQs appeared to be overly large compared to the rest of the portfolio and, as such, there may be the perception that some CBS may be over-housed.

The housing portfolio should respect the requirements for comparability amongst SQs, and when over-housing or under-housing situations occur, justification should be retained on file. Multi-year planning would improve budget management and ensure that material items are replaced when necessary.

The implementation of an inventory bar code system, which will assist with asset management, is planned for fiscal year - The Mission has prepared a three-year procurement plan, which has been approved by the CMM. The Mission has prepared an administrative procedure for local procurement and this document has been distributed to all staff. The Mission has updated the Chancery's inventory and will maintain this register permanently. The Accountant position was vacant for five months last year following the loss of the previous Accountant in June The current Accountant started at the Mission in November , but had worked as the accountant at the Canadian Embassy in Niamey for seven years.

Although some assistance was provided to the Mission in the form of temporary duty assignments and some data entry was performed by the Financial Operations - International Division SMFF , a significant backlog of work still remains. As a result, the new Accountant has faced a lot of pressure trying to catch up and familiarize himself with a new environment. Bank reconciliations from August through December are in progress and CBS reimbursements from April are still outstanding. A backlog of filing has also made it challenging for the new Accountant to work efficiently.

Mission accountants are generally more involved with these responsibilities and, given the departure of the MCO this summer, it will fall to the Accountant to ensure that corporate knowledge is maintained. The budget is presented to the CMM four to six times per year and is reviewed in detail at the beginning of each fiscal year. The ability to focus on particular activities at a certain time and to group similar activities will allow him to work more efficiently and increase processing speed.

However, it is questionable whether this service should be provided at all. A number of bank machines, which provide access to international banking systems, are available, and CBS can open local bank accounts to facilitate personal banking and the use of cheques. While this has been approved recently by the bank and HQ, the Mission will need to liaise with the bank to ensure that blank cheques are in the appropriate format so that they are ready for use when the cheque printing equipment arrives. Key financial controls are in place except for the receipt of the original monthly bank statement, which is handed directly to the Accountant rather than being reviewed by the MCO first.

This document will be distributed on a quarterly basis and will be incorporated into the kit for new arrivals. Client service hours have been established and the information disseminated to clients.

The staff retirement service will be eliminated in September Alternative means for obtaining funds will be proposed to CBS. Bank statements are routed directly to the MCO, who reviews them and then forwards them to the Finance Section. To some extent, this is a result of the reality of being a "spoke" in a hub and spoke support arrangement.

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Of significance are the preparations to deal with a natural disaster or other force majeure. All CBS should be familiar with the system and be involved in the regular testing of it. A draft of the BCP has been prepared and discussed with the Ambassador. To make the plan effective, the purchase of equipment has been incorporated into the Mission's procurement plan.

Once the equipment has been received, the plan will be tested and implemented. Monthly calls have been planned to discuss information technology needs with the responsible individual outside the Mission. Equipment has been added to the Mission's procurement plan. The Mission will comply with the security manual once the equipment has been received.

The equipment is maintained by an authorized representative under a service contract. The equipment is regularly tested. Archived information Information identified as archived is provided for reference, research or recordkeeping purposes. Report a problem or mistake on this page. Date Modified: The Mission's strategic objectives are consistent with Government and DFAIT priorities and guide staff performance measurement objectives. Mission Management ensures that employees remain informed of key priorities and common services policy decisions.

Minutes of committee meetings, particularly CMM, are made available to all staff, as appropriate. Canadian public service values and ethics are promoted and reinforced, and employees are aware of available support resources values and ethics, staff relations, etc. The Mission's committee structure meets minimum requirements based on size Health and Safety, Security, Contract Review, etc.

Mission committees are meeting regularly and effectively discharging their governance responsibilities.

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The quarterly reconciliation of passport inventory is properly completed and certified. The Mission's bank reconciliations are properly reviewed and signed off on a monthly basis. The Mission has a plan to ensure the continuity of operations in the event of a major disruption or catastrophic event i. Hospitality activities are properly documented, demonstrate value-for-money and align with Mission objectives. PERPA plans are aligned with the priorities and objectives outlined in the mission plan MPR system and informed by departmental and geographic bureau guidance and objectives.

Roles and responsibilities are clearly defined and have been communicated to all staff. Internal communications within the program effectively support program delivery staff, management meetings, etc.

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Strategic objectives and plans have been translated into individual or team work plans. Program reporting is in line with Mission and government objectives, timely and relevant. The program develops and maintains a contact base that meets programs needs and objectives. Relations with other Mission programs facilitate program delivery i. The program facilitates a mission-wide coordinated approach to advocacy and common messaging.

The program has established a performance measurement system to monitor activities towards the achievement of objectives. Program objectives reflect departmental plans and priorities, including partner departments where applicable. TRIO use is monitored to ensure activities are reported appropriately and accurately reflect the work undertaken. Tools and mechanisms are in place to measure and monitor performance of the program.

Hospitality diaries are maintained in a fashion that demonstrates value-for-money and alignment with priorities. The Mission has ongoing dialogue with key local authorities to facilitate program delivery. Regular staff meetings are held to review priorities, communicate policy and procedural changes, and keep staff apprised of case management issues. Service standards, a fee schedule and a copy of the official receipt are posted in public areas in both official languages.

The program monitors adherence to service standards and makes adjustments where necessary. The program has the capacity to provide services to Canadians in the official language of their choice. The Mission promotes client feedback mechanisms and takes corrective action, when warranted.

The Mission has provided the Honorary Consul HonCon with a mandate letter which establishes their role, responsibilities and accountabilities and performance is reviewed annually. A certified CBS signs off on all passports, except in extenuating circumstances with the approval of Passport Canada. Completed passport application forms and related documentation are securely destroyed 60 business days following the end of the month that they were submitted.

Official receipts are issued to Consular clients and revenue is recorded on a record of fees received form.

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Upon receipt of new passport stock, two CBS verify the receipt of all assets, sign and return the transmittal note. The primary inventory of passport blanks temporary and emergency , identification labels, observation labels, stamps, and seals are securely stored according to official policy. Removal of passport stock from secure storage is recorded on an inventory log and initialled by the CBS custodian and the employee receiving the asset.

LES are allocated an appropriate working inventory that is controlled by a daily log passports issued, spoiled, returned to safe storage and unused inventory is stored securely at the end of each day. Inventory is physically counted, reconciled and signed-off at the end of each month by two staff, one of whom must be a CBS. Official seals and stamps are properly inventoried, secured and access provided to designated staff only.

An operational plan has been developed and incorporates key Mission and International Platform objectives, along with measurable expected results.

The Program has documented and communicated administrative policies and procedures to guide management, staff and clients. The Common Services program actively seeks to reduce operating costs, improve efficiencies and implement best practices. Regular meetings with staff in the Common Services program are held to review priorities and follow up on the implementation of plans. Services provided reflect fair and equitable allocation and access to common services for all mission programs.

A mechanism is in place to solicit and receive client feedback and corrective action is taken when warranted. Hub and spoke relationships are governed by an agreement outlining the roles and responsibilities of each mission. Responsibilities for human resource HR activities have been clearly defined, delegated and communicated to all staff.

A coordinated approach is taken with regard to training and a budget has been established. Written records supporting the process are maintained and contain required documents and approvals. Classification actions are conducted in-line with ALD guidelines. Written records supporting the process are maintained and contain required approvals.

New LES and CBS employees are provided with an information package on the working conditions, benefits and regulations pertaining to employment at the Mission.

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