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Keybot 86 Results  international.gc.ca  Page 7
  Vérification de L'Ambas...  
1.1.7 Dans l’ensemble, le moral est bon, mais un certain nombre de facteurs ont une incidence sur le personnel. Les récentes fermetures de mission ont été un choc, surtout pour les ERP, qui sont maintenant plus inquiets en ce qui concerne leur emploi et la possibilité de compressions futures.
1.1.7 Overall, morale is positive but a number of factors are impacting staff. The recent mission closures were a shock particularly to LES who are now more anxious about their employment and the prospect of future cuts. CBS are more concerned about the reduced political commitment to the bilateral relationship and, therefore, the meaningfulness of their work and prospect of future assignments in Japan. LES have raised the chronic issue of the benefits package which has not been updated for many years, upward job mobility and inequalities in position levels. For CBS the falling post index, perceived inequalities in the Foreign Service Directives (FSDs) and language training requirements are all cited as negative factors to recruitment.
  Inspection du consulat ...  
2.2.1 Le programme bénéficie d’un bon niveau de communication officielle et officieuse à l’interne et avec d’autres programmes de la mission. Des réunions hebdomadaires sont tenues d’après un ordre du jour et les procès-verbaux sont rédigés et distribués au personnel.
2.2.1 The Program benefits from a good level of formal and informal communication, both within the Program and with other Mission programs. Weekly Program meetings are held based on an agenda, and minutes are taken and shared among staff. This is a best practice as it ensures discussion is focussed, and that key activities, decisions and responsibilities are formally communicated.
  Vérification de l'ambas...  
1.1.3 Le budget de la mission est suffisant, et la mission a fait preuve d'un bon esprit social en retournant, cette année, les fonds d'immobilisations. La mission profite d'une certaine souplesse financière puisque deux postes sont libres depuis plus d'un an.
1.1.3 The Mission budget is sufficient, and the Mission has been a good corporate citizen by returning capital funds this year. The Mission has some financial flexibility as it has two positions which have been vacant for over a year. The Mission is planning to delete these two positions and use the funding to create another administrative position.
  Inspection de L'Ambassa...  
5.4.2 L’AGC surveille *** l’exécution du budget et met régulièrement à jour les tableaux budgétaires à l’intention du Comité de gestion de la mission. La mission fait bon usage des cartes d’achat pour les petits achats préapprouvés par l’ AGC.
5.4.2 The MCO is *** monitoring Mission budget performance and regularly tables updates at the CMM. The Mission is also making good use of acquisition cards for small purchases that are pre-approved by the MCO. This results in a reduced number of entries in the Integrated Management System (IMS).
  Vérification de l'Ambas...  
Cette mission, qui s'appuie sur un personnel compétent et motivé, est gérée de manière efficace. Le moral est très bon dans toute la mission. Une solide structure de comité est en place et les communications, tant au niveau interne qu'avec les autres missions établies en Chine, sont efficaces.
This Mission, with capable and motivated staff, is effectively managed. Morale throughout the Mission is very good. There is a sound committee structure in place and communications internally, as well as with the other China Missions, are effective. Mission Programs continue to grow, particularly the Immigration Program. The new Immigration Annex, which is only 18 months old, is already overcrowded. There are workload pressures in other Programs, specifically the GR and IBD Programs. Without a comprehensive resource review, however, it is difficult to assess if Programs are properly resourced. A vision of the long-term requirements for the Mission is needed to allow for effective planning. The Hub and Spoke Agreements between Beijing and the Consulates in Chongqing and Guangzhou need to be updated.
  Vérification de l'ambas...  
Tous les logements du personnel (LP) sont loués par l'État et sont bien protégés. Les propriétaires sont responsables de l'entretien général de ces LP et les dossiers des biens sont en bon ordre. L'AGC a mis à jour la base de données des biens (SIGBM), le 24 janvier 2003.
4.4.1 The three CBS are suitably housed in two apartments and a single family home situated in a gated community. All Staff Quarters (SQs) are Crown-Leased and are appropriately secured. Landlords are responsible for the overall maintenance of these SQs and property files are in good order. The MCO updated the property database (PRIME) on January 24, 2003.
  Vérification de l'ambas...  
Il dirige une équipe de deux canadiens et de huit employés recrutés sur place, en plus des employés locaux que l'on retrouve à l'Unité d'appui. Malgré des travaux de rénovation qui ont duré trop longtemps, il a su maintenir un bon moral parmi les employés.
The Head of Mission is doing excellent work in difficult conditions. He is leading a team of two Canadians and eight locally engaged staff, in addition to local employees in the Support Unit. Despite renovations that have dragged on too long, he has been able to maintain good employee morale.
  Vérification de L'Ambas...  
2.2.4 De plus, le DCP tient une fois par semaine une réunion des « chefs de section », qui comprend des représentants des bureaux de la mission au Japon, des bureaux provinciaux à Tokyo et des Programmes politiques et économiques et des affaires publiques. Cette réunion est un bon forum dont profitent toutes les parties pour se tenir au courant des activités qui se déroulent au Japon.
2.2.4 The STC also convenes a weekly “Section Heads” meeting that include representatives from the Mission's offices in Japan, provincial offices in Tokyo, and the Political and Economic, and Public Affairs programs. This meeting provides a good forum for all parties to keep abreast of activities underway in Japan.
  Vérification de L'Ambas...  
3.2.7 Même si la Section a un bon processus de planification en place, les lourdes demandes qui lui sont imposées, tant sur le plan des démarches que des demandes du MAECI et des autres ministères, exigent une planification indispensable de la charge de travail.
3.2.7 While the Section has a good planning process in place, the heavy demands placed on it, in terms of demarches and departmental and OGD enquiries, makes workload planning essential. In this environment the Section may be more reactive than proactive, however, it is fulfilling its current mandate.
  Vérification de l'ambas...  
L'absence de cheminement de carrière et de planification stratégique des ressources humaines au sein du Service des délégués commerciaux est considérable, ce qui donne lieu à des lacunes de talents, et le bon personnel ne se trouve pas au bon endroit au bon moment.
3.5.4 Three of the four CBS positions in the Commercial Program are rotating this summer. This will be a significant change in the management team which will have a large impact on Program operations. The rotation should have been more staggered to allow for retention of corporate memory and a smooth transition. ***. The importance and scale of the IBD Programs should attract very talented and senior officers from within the Trade Commissioner Service. It is important to have the people on the ground with the appropriate skills to ensure Canada can fully benefit from the potential opportunities. It is a concern that an important Program was unable to attract candidates from the rotational foreign service. Further more, the Human Resources (HCM) and the Global Operations (WMM) branches are facing challenges to successfully identifying candidates for a career path that includes Russia early enough to allow the requisite language and professional training. This is a wider problem that is surfacing in a number of important commercial programs. There is a significant absence of career paths and strategic human resources planning in the Trade Commissioner Service which is leading to talent gaps and not having the right candidate in the right place at the right time. In the end, the Department is having to go outside the Trade Commissioner Service to find candidates from other agencies in order to fill these gaps.
  Inspection de l'ambassa...  
Le Programme d’administration fonctionne bien et offre un bon soutien aux sections de la mission. Il est recommandé que l’équipe chargée de ce programme prenne les mesures suivantes :
The Administration Program is running well and providing a good level of support to Mission programs. It is recommended that the Program:
  Vérification de l'Ambas...  
5.3.6 Le personnel est bien logé, dans des locaux privés protégés. Les logements du personnel (LP) sont bien entretenus et le personnel a signalé que la Section des biens fournit un bon service.
5.3.6 Staff are well-housed in gated communities. The staff quarters (SQs) are well maintained and staff indicated that the Property Section provides good service.
  Inspection de l'ambassa...  
5.3.36 Le bon modèle de contrat sera utilisé.
5.3.36 The appropriate contract template will be used.
  Inspection de l'ambassa...  
5.3.36 La mission doit s’assurer que le bon modèle est utilisé pour les contrats.
5.3.36 The Mission should ensure that the appropriate template is used for contracts.
  Évaluation et vérificat...  
En dépit des échéances serrées, les biens et le matériel associés à la contribution du Canada ont été livrés à temps et en bon état;
Despite tight deadlines, the goods and equipment associated with the Canadian contribution were delivered in suitable condition and on time;
  Vérification de l’Ambas...  
Le Programme d’administration est bien géré et fournit un bon niveau de soutien aux programmes de la mission. L’AGC a mis à profit les progrès réalisés par ses prédécesseurs et a réussi à consacrer plus de temps aux activités stratégiques.
The Administration Program is well managed and provides a good level of support to Mission programs. The MCO has built upon the progress made by his predecessors and has been able to dedicate more time to strategic activities. This is important given the level of planning and communication required to facilitate a smooth transition into the new Chancery. The absence of a current Locally-engaged Staff (LES) Handbook and benefits package is a primary concern for staff and management and negatively impacts operations.
  Inspection de l'ambassa...  
4.4.3 Chaque consul honoraire reçoit un stock de passeports d’urgence qu’il doit signer, mais il serait bon que le personnel de l’ambassade qui rend visite au consul honoraire vérifie le stock et confirme que les actifs sont en sûreté, comme il se doit.
4.4.3 Each Honorary Consul is given a stock of Emergency Passports for which they sign, however, any time that Embassy staff visit an Honorary Consul, they should verify the passport stock and confirm that all assets are safeguarded appropriately.
  Vérification de l’Ambas...  
Le Programme d’administration est bien géré et fournit un bon niveau de soutien aux programmes de la mission. L’AGC a mis à profit les progrès réalisés par ses prédécesseurs et a réussi à consacrer plus de temps aux activités stratégiques.
The Administration Program is well managed and provides a good level of support to Mission programs. The MCO has built upon the progress made by his predecessors and has been able to dedicate more time to strategic activities. This is important given the level of planning and communication required to facilitate a smooth transition into the new Chancery. The absence of a current Locally-engaged Staff (LES) Handbook and benefits package is a primary concern for staff and management and negatively impacts operations.
  Vérification de l’Ambas...  
Les ERP ont une connaissance *** des politiques consulaires et sont *** dans leur domaine. Il règne un bon climat de collaboration dans la section avec une communication informelle au jour le jour entre les EC et les ERP.
4.1.2 Without exception, the Program is well served by its *** staff and receives numerous compliments from clients through both formal and informal feedback channels. The LES have an *** knowledge of consular policy and are *** in their field. Good collaboration exists throughout the Section with informal communication on a daily basis between CBS and LES. The DMCO has established a network of consular contacts and attends regular meetings with her counterparts at like-minded missions to further increase collaboration and knowledge sharing. The Mission is provided with adequate and timely support from the Consular Services Bureau for any issues or questions which may arise.
  Inspection du consulat ...  
Le professionnel en technologies de l’information a affirmé que la surveillance et le soutien par l’AC pour les questions techniques, et par l’AGC pour les questions de gestion plus générales, étaient appropriés et permettaient le bon fonctionnement des opérations.
5.5.1 Overall, the IM-IT function at the Mission was providing effective service. There is room, however, to enhance formal planning and management oversight; notably the creation of a Mission IM-IT Committee. The Committee would help with longer-term strategies with respect to Information Management (e.g. the roll out of Infobank) and IT requirements (disposals, acquisitions and general Mission-wide IT training). The LEITP acknowledged that the oversight and support provided by HQ for technical matters and by the MCO for more general management issues were appropriate and ensured a well functioning operation.
  Vérification de l'Ambas...  
Les activités financières sont surveillées de très près et des contrôles financiers efficaces ont été instaurés. Dans le même ordre d'idée, la gestion du programme des services consulaires contribue de façon positive à la livraison efficace des activités consulaires, notamment un bon service à la clientèle.
5.1.3 Operating in such an environment, especially as a first-time MCO, often presents a challenge to the MCO when certain situations arise, such as the need to deal with consistent poor performance and the undeniable impact of terminating a person's employment. It is worth noting, however, that despite these operational limitations, all program activities are executed and delivered in a satisfactory manner.
  Vérification de l'Ambas...  
La mission est présentement dirigée par un chargé d'affaires, assisté par un conseiller à la coopération, un conseiller politique, un administrateur, un attaché à la sécurité et 11 ERP dont deux postes doivent être comblés. Cette mission, qui s'appuie sur un personnel compétent et motivé, est gérée de manière efficace. Le moral est très bon dans toute la mission.
The Mission in Kinshasa was officially reopened in 1997 after being closed in May 1993. The Mission is currently run by a chargé d'affaires, assisted by a cooperation counsellor, a political counsellor, an administrator, a security attaché and 11 LES, of which two positions must be staffed. This Mission, which relies on a competent and motivated staff, is effectively managed. Morale is very good throughout the Mission.
  Inspection de L'Ambassa...  
3.4.3 Il y avait un manque d’uniformité dans le niveau d’utilisation de la base de données TRIO au sein du programme. Certains agents consultaient régulièrement cette base de données, estimant qu’elle était un bon outil de gestion des relations avec les clients.
3.4.3 The use of TRIO was inconsistent within the Program. Some officers use it regularly and consider it to be a good client relationship management tool. Others find it difficult to use and do not record all of their activities, choosing to file reports in InfoBank. This undermines Program reporting by not demonstrating its performance to HQ and by not providing complete information to the STC for program management and decision making purposes. The STC was provided with an example of a quarterly TRIO report, a best practice observed in Rome, to demonstrate the potential of the tool for management purposes.
  Vérification de l'ambas...  
Au fil de l'application de ces recommandations et de ses propres initiatives, le Programme devra trouver le bon équilibre entre la mise en oeuvre des améliorations et la gestion de la rapidité des changements touchant le personnel et les clients.
5.1.1 Administrative support is provided to DFAIT Programs and to the Other Government Departments (OGDs) located in the Mission (Canadian International Development Agency, Citizenship and Immigration Canada, Department of National Defence, Royal Canadian Mounted Police, Public Safety Canada and Export Development Canada). The poor condition of the Chancery, local environment and bureaucracy, language barriers, and sometimes challenging clients present unique demands on the Program. Despite this the Program is functioning ***. Most of the recommendations and observations made during the Audit focus on procedural aspects of operations, in an effort to improve control and efficiency. As the Program moves forward with these recommendations and its own initiatives, finding the right balance of implementing improvements and managing the pace of change for staff and clients will be essential.
  Vérification de l'Ambas...  
Nous avons constaté que les pratiques financières de la mission sont saines et conformes aux politiques ainsi qu'aux procédures. Toutefois, nous avons formulé bon nombre de recommandations afin d'atteindre un plus haut niveau d'efficacité et de renforcer les contrôles internes.
The Administration Program is under the direction of a new management consular officer (MCO) on his first assignment as MCO. Kinshasa is a difficult and challenging environment but the MCO has proven himself very capable in the face of these challenges. A number of human resources issues need to be addressed, especially in staffing vacant positions and dealing with long-term staff on contract. We found the Mission's financial practices to be sound and in compliance with policies and procedures. A number of recommendations have been made, however, to promote a higher level of efficiency and to strengthen internal controls.
  Vérification de la sécu...  
Il est bon de souligner que le MAECI est responsable de la sécurité pour tous les programmes dans les missions, y compris ceux des autres ministères. On n'a pas tenu compte des accords conclus dans le passé avec d'autres ministères qui ont pu transférer des fonds pour certains coûts liés à la sécurité au niveau de référence de base du MAECI.
Our analysis of security costs demonstrates a considerable dispersion of the types of costs involved, where the costs are incurred, for what security purposes, and who has authority to spend the funds. Our interest was only with the salaries and benefits, operating and capital costs that were dedicated solely to security. Included are: security guards of various types at HQ and Missions;*** corporate security direction for policy, standards and monitoring;*** and support;*** Specific property capital and maintenance costs associated with security safeguards could not be easily identified, and therefor a value for these costs is excluded from the cost summary. ***
  Vérification de la Dire...  
On y indique entre autres les coûts qu'il faut recouvrer, mais qui n'ont pas été payés à l'entrepreneur. Le coût du vin est un bon exemple de ce genre de poste. XDS achète et paye le vin en puisant à même son budget.
2.1.4 The monthly invoice needs to be reconciled to the individual hospitality expense summaries outlining direct costs for food, wine, flowers, overtime and extra help for each event held at the centre. These summaries are also used to recover the costs of events for non-Government Hospitality Allotment (GHA) events and include costs that need to be recovered but not paid to the contractor. An example of such items is the cost of wine which is bought and paid for by XDS out of their budget. The reconciliation process is tedious and time-consuming because the links between Hospitality Expenses Summaries and the monthly invoices are not always obvious, and because of the large number of events held. The completion of the reconciliation process is often overtaken by other priorities and generates unreconciled differences (adjustments) needing further analysis in order to resolve them. Adjustments can remain outstanding for months and delay the payment process.
  Vérification de l'ambas...  
Récemment, l'économie russe a bénéficié de prix élevés pour ses biens et services marchands, d'une énergie nationale bon marché, de taux d'intérêt mondiaux bas et d'un excédent de capacité de fabrication et de main-d'oeuvre.
3.1.2 The Russian economy has recovered from the difficulties of the late 1998 financial crisis and is experiencing significant growth, with GDP increasing an average of almost 7% between 2001 and 2006. Recently, Russia's economy has benefited from high commodity prices, cheap domestic energy, low global interest rates, and spare manufacturing and labour capacity. In 2005, the Russian economy was the world's tenth largest ($766 billion USD) and is expected to be in the top six in the coming decade. Two-way trade has been increasing at a dramatic pace with Canadian exports jumping from $240 million in 2002 to $870 million in 2006 (source: StatsCan). These impressive figures do not include exports of Canadian services to Russia, Canadian goods trans-shipped through third countries, or Canadian goods purchased by Russian companies and registered "off-shore", such as aircraft. While China still represents Canada's largest export destination amongst BRIC (Brazil, Russia, India, China) countries, Russia is only slightly behind Brazil (at $1,337 million) in absolute terms. More importantly, year-on-year growth in Canadian exports to Russia in 2006 (54%) was more than twice as fast as growth in Canadian exports to Brazil (21%) and Canadian exports to Russia are expected to exceed exports to Brazil some time in early 2008. In addition, Russia's active interest in investment abroad and strategic alliances as a means to diversify its industry is growing, as signalled by recent high profile agreements. Export Development Canada (EDC) has also seen a significant increase in export financing activity in Russia.
  Vérification de l'ambas...  
L'absence de cheminement de carrière et de planification stratégique des ressources humaines au sein du Service des délégués commerciaux est considérable, ce qui donne lieu à des lacunes de talents, et le bon personnel ne se trouve pas au bon endroit au bon moment.
3.5.4 Three of the four CBS positions in the Commercial Program are rotating this summer. This will be a significant change in the management team which will have a large impact on Program operations. The rotation should have been more staggered to allow for retention of corporate memory and a smooth transition. ***. The importance and scale of the IBD Programs should attract very talented and senior officers from within the Trade Commissioner Service. It is important to have the people on the ground with the appropriate skills to ensure Canada can fully benefit from the potential opportunities. It is a concern that an important Program was unable to attract candidates from the rotational foreign service. Further more, the Human Resources (HCM) and the Global Operations (WMM) branches are facing challenges to successfully identifying candidates for a career path that includes Russia early enough to allow the requisite language and professional training. This is a wider problem that is surfacing in a number of important commercial programs. There is a significant absence of career paths and strategic human resources planning in the Trade Commissioner Service which is leading to talent gaps and not having the right candidate in the right place at the right time. In the end, the Department is having to go outside the Trade Commissioner Service to find candidates from other agencies in order to fill these gaps.
  Évaluation sommative - ...  
Bref, l'approche basée sur des contrats avec des « fournisseur de services » accroît la capacité au bon endroit mais crée une dépendance à l'égard du financement public qui pourrait être difficile à corriger.
However, the "service provider" model had some drawbacks as well. It was expensive. It cannot be done at a small scale because, on equity grounds, the government cannot easily contract with one association but not another [since the approach implicitly assumes that the government is paying for a public good that should therefore be available to all SMEs through their industry association]. The program resulted in the hiring of new half-time and full-time Export Project Managers in the associations - a true incremental impact, but expensive. The government paid the whole cost, under the assumption that trade promotion is a government responsibility - better delivered by the private sector, but a public good to be paid for by government. This is dubious. In the long-run trade promotion is a business function and the main benefits accrue to particular firms and groups of firms. The 'public good' component is less than the private good. In summary, the 'service provider' contract approach builds capability in the right place, but creates a public funding dependency that may be difficult to break. Long-run transition to the private sector taking full financial responsibility for trade promotion is difficult to envisage under this system.
  Évaluation sommative - ...  
En outre, on préférait souvent déléguer les responsabilités aux ordres de gouvernement inférieurs. Le programme Infrastructures Canada est un bon exemple de cette évolution. Le gouvernement fédéral a mis sur pied une vaste initiative à coûts partagés avec les administrations municipales, qui sont des partenaires égaux.
22 The study revealed that, in the past decade, PEMD was not the only grants and contributions program that was downsized. Partly under fiscal pressure and partly under the influence of 'new public management' theory, the Government of Canada moved away from subsidies, grants and contributions, and free services to business. The trend was to focus on setting regulatory and facilitative frameworks, and, in some cases, to provide incentives, but to leave most investment in business development to the private sector. As well, there was a trend towards devolving responsibilities to lower levels of government. The Canada Infrastructure Program is an example, where the federal government undertook a major cost-sharing initiative with municipal governments as an equal partner. Although the federal government presently enjoyed financial surpluses, the study pointed out that fiscal pressure would again intensify, with the gradual acceleration of growth of health care and pension costs, with personal income tax revenues perhaps lessening as the baby boomers retire, with major investments in infrastructure over-due, and with increases in interest rates on the national debt as the North American business cycle moves up. Consequently, the federal government may seek out policies that ease fiscal pressure as much as possible.
  Vérification de la Délé...  
Plus de 300 représentants canadiens assistent aux réunions des comités et groupes de travail sur une base annuelle. La Délégation dispose de l'infrastructure nécessaire pour faciliter le travail des visiteurs du Canada et donne un bon appui logistique aux délégations.
2.2 The Delegation's mission is to manage and coordinate Canada's participation in the OECD. In this respect, it ensures that Canada's priorities and interest are taken into consideration in the OECD's direction and programming. Delegation staff participates in a certain number of committees and liaises with the representatives of other federal departments. Indeed, since the work done by OECD committees deals essentially with fields relating to domestic issues, other departments represent Canada on various committees and carry out the policy analysis and monitoring work. Over 300 Canadian representatives attend committee and working group meetings on an annual basis. The Delegation has the infrastructure required to facilitate the work of visitors from Canada and provides good logistical support to delegations.
  Vérification du bureau ...  
On a aussi augmenté le niveau de protection contre les découverts, qui est passé de 500 $US à 5 000 $US. La mission n'a pas accès au SGI, le système de gestion financière du ministère. On a examiné les comptes de la mission pour tout un mois, et ils ont été trouvés en bon état.
4.4.1 The MAO is the Mission Accountant. The Mission's Reference level is set at $656,777 but the MCO in Guatemala City forecasts a deficit of $70,000 because rent for the new Chancery had not been adjusted at Headquarters. The Mission is financed through a standing advance of US $20,000 issued to the Chargé. The Mission maintains an unofficial bank account (not in IMS or registered with the Receiver General) in the name of the Office of the Canadian Embassy. This account is reimbursed twice monthly from Guatemala City based on the disbursements submitted. The advance was increased in January 2002 from US $10,000 as a result of cheques being refused because of insufficient funds in the account. The overdraft protection level was also increased from US $500 to US $5,000. The Mission does not have access to IMS, the Department's financial management system. Mission accounts for one full month were reviewed and found to be in order.
  Vérification de l'ambas...  
5.3.7 La mission a fait de bons progrès ces dernières années pour améliorer son portefeuille de LP. Selon les commentaires recueillis auprès de la majorité du personnel et après une visite à un échantillon représentatif de LP, il semble que le personnel à la mission soit bien logé.
5.3.7 The Mission has made good progress in the last several years to improve its SQ portfolio. Based on comments received from the majority of staff, and a visit to a representative sample of SQs, staff at the Mission are well housed. Families are situated in a housing development outside of the downtown core, and though commuting time can be considerable, the houses are well-appointed and have all the necessary amenities for families. Closer to the Mission, all other SQs are apartments, and are of high quality as well. The DMCO has visited all 46 SQs, a best practice that should continue to assist maintenance planning and ensure properties are in good condition. To assist this process, the standard checklist in the Property and Material Manual should be used to ensure a consistent approach to SQ inspections. The Housing Committee has been working smoothly and was able to accommodate most housing requests from the previous posting cycle. Though the MCO keeps a record of these requests, there is no central file of the Committee's records of decision or meeting minutes. To improve documentation and transparency, a file should be created.
  Vérification de l'ambas...  
L'absence de cheminement de carrière et de planification stratégique des ressources humaines au sein du Service des délégués commerciaux est considérable, ce qui donne lieu à des lacunes de talents, et le bon personnel ne se trouve pas au bon endroit au bon moment.
3.5.4 Three of the four CBS positions in the Commercial Program are rotating this summer. This will be a significant change in the management team which will have a large impact on Program operations. The rotation should have been more staggered to allow for retention of corporate memory and a smooth transition. ***. The importance and scale of the IBD Programs should attract very talented and senior officers from within the Trade Commissioner Service. It is important to have the people on the ground with the appropriate skills to ensure Canada can fully benefit from the potential opportunities. It is a concern that an important Program was unable to attract candidates from the rotational foreign service. Further more, the Human Resources (HCM) and the Global Operations (WMM) branches are facing challenges to successfully identifying candidates for a career path that includes Russia early enough to allow the requisite language and professional training. This is a wider problem that is surfacing in a number of important commercial programs. There is a significant absence of career paths and strategic human resources planning in the Trade Commissioner Service which is leading to talent gaps and not having the right candidate in the right place at the right time. In the end, the Department is having to go outside the Trade Commissioner Service to find candidates from other agencies in order to fill these gaps.
  Vérification de la dire...  
En raison de la pénurie d'agents du service extérieur (FS) et de la difficulté qu'il y a à les attirer vers un emploi dans les secteurs géographiques, de nombreux employés sont engagés pour une courte durée. Les agents FS constatent que le rôle des directions géographiques s'érode, les AMF partenaires et les directions générales fonctionnelles prenant la direction de bon nombre de dossiers.
Systemic issues with the Department's management of human resources impact heavily on PND. A high turnover of personnel is costing the Bureau heavily in productivity, lost opportunities, corporate memory, training and employee well-being. Rotationality, a burdensome staffing process, position restrictions, and classification limitations, all contribute to this situation. Because of a shortage of Foreign Service (FS) Officers and difficulty in attracting them to work in Geographics, many employees are hired on a short term basis. FS Officers view that the role of the Geographics is eroding as OGD partners and DFAIT functional bureaux take the lead on many of the files. Human resource issues need management's attention at both the corporate and branch levels.
  Vérification du Consula...  
Pour améliorer le contrôle, il serait bon d'estampiller les factures avec un tampon « Payé » au moment où le règlement est autorisé en vertu de l'article 33 de la Loi sur la gestion des finances publiques.
4.4.4 With the Deputy MCO heavily engaged in the Consular Section, the MCO is approving most payments under Section 33 of the FAA. Each day, he spends one to two hours approving financial transactions which total approximately 400 each month. The Mission has requested suppliers to bill on a monthly basis to reduce the administrative workload but this is not a general practice followed in Hong Kong. Many suppliers have a policy of 10 days to pay. To reduce the volume of transactions, the Financial Officer is grouping invoices such as utilities and stationary for payment. The petty cash is also effectively used to further reduce the volume of transactions. As an added control, it would be good accounting practice to stamp "paid" on the invoices at the same time as payment authority is signed under Section 33 of the FAA.
  Vérification du consula...  
5.1.1 Le Programme des services administratifs est bien géré, appuie bien la direction et assure à ses clients des services de qualité. L'AGC a un style de gestion convivial qui contribue au bon moral et à l'esprit d'équipe qui règnent parmi les employés et qui facilitent les échanges avec les clients.
5.1.1 The Administration Program is well managed, and provides good support to management and high caliber service to its clients. The MCO has an accessible style of management which fosters good morale and team work in the Program, and facilitates interaction with clients. The Mission as a whole has experienced considerable growth in the recent past, and the classification level of the MCO needs to be reviewed in light of this growth, and in comparison to other missions. Minor issues being raised for the attention of management include more involvement in and supervision of the financial process, formalizing all employee positions, compiling training surveys into a training plan, amending the co-locator MOU with the Province of Quebec, and approving documentation for SQ space calculations. Detailed Mission service standards exist, but are in need of review.
  Vérification de l'ambas...  
L'agent responsable de la gestion de l'allocation du Fonds des initiatives pour le Nord a un bon système de planification et de présentation de rapport pour la direction et pour l'utilisation de ces fonds.
2.2.2 In addition to the PD section of the Country Strategy, the Program also produces a Public Diplomacy Plan and Public Advocacy Plan, which provides more detailed information on how planned activities will contribute to the achievement of Program objectives. The annual Public Advocacy plan is approved at CMM and the Public Advocacy officer attends CMM every quarter to provide updates to all Program Managers. At the end of the fiscal year, the Section produces a PD report and PD End of Year Report that highlights the major accomplishments of the Section. The officer responsible for managing the NIF allocation also has a good planning and reporting system in place for the management and use of these funds.
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