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Best Cell Phone Providers 2011 Chart in USA - Best mobile providers, top wireless carriers chart in 2011. Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency.
Part Ia€”Government Expenditure Plana€”provides an overview of the Government’s requirements and changes in estimated expenditures from previous fiscal years. Part IIa€”Main Estimatesa€”supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations. In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1. DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs. The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board. For more information on the Estimates, please consult the Treasury Board Secretariat Web site. The Management, Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. Main Estimates expenditure figures are based on the Annual Reference Level Update, which is prepared in the fall. Several changes have been made to the presentation of the RPP partially to respond to a number of requestsa€”from the House of Commons Standing Committees on Public Accounts (PACa€”Report 15), in 2010; and on Government and Operations Estimates (OGGOa€”Report 7), in 2012a€”to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval. In Section II, financial, human resources and performance information is now presented at the program and sub-program levels for more granularity. The report’s general format and terminology have been reviewed for clarity and consistency purposes. Other efforts aimed at making the report more intuitive and focused on Estimates information were made to strengthen alignment with the Main Estimates. This section provides detailed financial and non-financial performance information for strategic outcomes, programs and sub-programs.
Non-budgetary expendituresa€”net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada. A measure of the extent to which an employee represents a full person-year charge against a departmental budget.
A common approach and structure to the collection, management and reporting of financial and non-financial performance information.
For the purpose of the RPP, planned spending refers to those amounts for which a Treasury Board submission approval has been received by no later than February 1, 2014. A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results, and that are treated as a budgetary unit.
A structured inventory of a department’s programs, where programs are arranged in a hierarchical manner to depict the logical relationship between each program and the Strategic Outcomes to which they contribute. A long-term and enduring benefit to Canadians that is linked to the department’s mandate, vision and core functions. A map of the financial and non-financial contributions of federal organizations receiving appropriations that aligns their programs to a set of high level outcome areas defined for the government as a whole. As Canada's Citizenship and Immigration Minister, I am pleased to present the 2014–2015 Report on Plans and Priorities for Citizenship and Immigration Canada (CIC). The Government of Canada is focused on creating jobs and opportunities by protecting the economy, keeping taxes low, and ensuring the health, safety and security of Canadians. Once again this year, we plan to welcome between 240,000 and 265,000 new permanent residents to Canada, an overall admissions range that has remained consistent since 2006, and represents the highest sustained level of immigration in Canadian history.
To meet the growing needs of Canada's work force in urban and rural communities, we are welcoming more immigrants in the economic category. CIC will continue to pursue transformative changes to our policies and operations, bringing more speed and flexibility to the immigration system and better linking that system with Canada's evolving economic and labour market needs. Building on our National Settlement Conference in the fall of 2013, we are planning improvements to our integration and settlement systems. We are working toward fulfilling another commitment in the Speech from the Throne: to complete reforms to the Temporary Foreign Worker Program. We will continue to move forward with our Action Plan for Faster Family Reunification, which will reunite families more quickly while reducing backlogs and improving processing times.
CIC's work with our international partners, particularly the United States, will remain an important focus. The Strengthening Canadian Citizenship Act, tabled in February 2014, represents the first comprehensive reforms to the Citizenship Act in more than a generation.
CIC is dedicated to ensuring our operations and client services are as modern and as efficient as possible, while maintaining program integrity.
We also recently assumed operational responsibility for International Experience Canada, a program that allows young Canadians and foreign nationals to gain travel and work experience in each other's countries for up to two years. CIC will continue to promote an inclusive and multicultural society through public education initiatives and community engagement, and by maintaining the momentum of Canada's successful chairmanship of the International Holocaust Remembrance Alliance in 2013–2014. As Canada's Citizenship and Immigration Minister, I am proud of these plans and certain they benefit Canadian society, Canada's economy and newcomers who wish to call Canada home. In the first years after Confederation, Canada's leaders had a powerful vision: to connect Canada by rail and make the West the world's breadbasket as a foundation for the country's economic prosperity. Citizenship and Immigration Canada (CIC) selects foreign nationals as permanent and temporary residents and offers Canada's protection to refugees. CIC's broad mandate is partly derived from the Department of Citizenship and Immigration Act. In October 2008, responsibility for administration of the Canadian Multiculturalism Act was transferred to CIC from the Department of Canadian Heritage. In July 2013, the primary responsibility for the Passport Program was transferred from Foreign Affairs, Trade and Development Canada (DFATD) to CIC, while passport service delivery will be provided through Service Canada. In August 2013, CIC assumed the responsibility for International Experience Canada (IEC) from DFATD.
This diagram shows Citizenship and Immigration Canada’s Strategic Outcomes, Program, Sub-Programs and their related Sub-Sub-Programs.
Effective human resources management in support of service to Canadians continues to be a priority for the Government of Canada. It is essential that CIC builds on its progress to advance the modernization agenda and improve the client experience to maximize the performance and competitiveness of Canada’s immigration program.
In accordance with the Government of Canada’s strategy to align programs and services, the responsibilities of Passport Program and IEC have been transferred to CIC. The transition of the Passport Program to CIC was done without any service disruptions to Canadians. IEC is intended to give Canadian and non-Canadian participants opportunities to develop a mutual understanding of other cultures through travel, life and work experiences abroad and in Canada.
With all these changes, CIC has been moving toward an increasingly integrated, modernized and centralized working environment. In an effort to determine whether clients are satisfied with CIC’s level of service and to evaluate the impact of efforts to improve and modernize service, CIC will conduct a client service evaluation survey.
Upgraded technology will continue to allow CIC to provide its clients with the ease and convenience of self-service through its website, a suite of e-services and paperless processing. In particular, the Electronic Travel Authorization (eTA) system is an important innovation in the way CIC processes and manages temporary resident immigration applications, as it incorporates automated decision-making for the first time in the immigration context. The need to create a new and innovative immigration system that includes a pool of skilled workers who are ready to begin employment in Canada has been identified in Canada’s Economic Action Plan 2013. Strong management practices, oversight and accountability, strengthened compliance and monitoring, simplified internal rules and procedures, and improved internal services enable the Department to effectively manage its financial, human, information, assets and accommodation resources to achieve its priorities.
There is a risk that illegal activities or ineffective business processes could undermine the integrity of CIC’s programs. Eliminate loopholes via new policy and operational measures, as well as shared vision, priorities and protocols with external partners.
Maintain and improve security, emergency response, and business continuity plans and procedures to ensure CIC’s ability to respond to unexpected events efficiently and effectively. Review and develop flexible policies and procedures to enable an efficient and effective response.
There is a risk that CIC will not be able to respond quickly and effectively to rapidly changing socio-economic and policy environments while meeting its long-term strategic and operational objectives.
Continue to advance CIC’s strategic agenda with the implementation of a new application management system in January 2015. Leverage technology to move to a responsive global operational model that enables even workload distribution.
There is a risk that ineffective management of third-party service providers and a lack of effective partner and stakeholder engagement could undermine the achievement of CIC’s strategic outcomes and Government of Canada objectives. Enhance partnerships with the private sector to reduce inconsistency in supports and outcomes across jurisdictions. Establish and maintain strong performance requirements for third-party service providers, and ensure adequate compliance monitoring and quality assurance on agreements to maintain program integrity. In 2014–2015, CIC will continue to advance extensive changes to create a modern and dynamic immigration system. CIC’s strategic directions, as well as its policies and operations, are influenced by numerous external factors such as emerging events, the Canadian and global economic, social and political contexts, and shifting migration trends.
The current global economic outlook is stable but weak, and many countries continue to struggle with persistently high levels of youth unemployment. CIC will help employers find foreign workers with the appropriate skills and training more quickly. As outlined in the October 2013 Speech from the Throne, and the Economic Action Plan 2014, CIC will reform the federal Immigrant Investor Program to better support economic growth. In 2014–2015 specific actions will be taken to attach even greater meaning and value to Canadian citizenship. Provinces, territories, other federal government departments, service provider organizations and other public stakeholders are active participants in the success of Canada’s immigration continuum. In ever-changing external and internal environments with finite resources, rapid technological change and growing public scrutiny, CIC faces an increasing demand to become even better at anticipating and managing risks, both within the Department and for Canadians. As a customer service representative, you interact with clients on a regular basis, on behalf of an organization. Customer-service skills – your main job will be to keep clients happy and solve their problems in order to help the company retain them. Resume sampleIn order to woo a potential employer, you resume will need to highlight your strong communication abilities and customer-service skills.
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The Citizenship and Immigration Canada Risk-Based Audit Plan 2011-2014 includes audits of Canada’s immigration program at missions abroad. The audit focused on all significant activities performed within the immigration section at the High Commission.
Four recommendations related to program management in Accra are made in the report, and a management action plan was developed in response to this audit. The Citizenship and Immigration Canada (CIC) Risk-Based Audit Plan 2011-2014 includes audits of Canada’s immigration program at missions abroad.
CIC recruits, selects and processes applications from foreign nationals who want to come to Canada temporarily or permanently and contribute to building a stronger Canada by settling and fully integrating into Canadian society and the economy.
Appendix A presents the mission’s summarized organizational chart as of October 2010. The following is an overview of the environmental context within which the mission conducts and manages its operations. The presence of fraud in the operating environment - Application fraud in the permanent and temporary resident programs is widespread and targets all categories with most fraud related to issues of identity, relationship and age. Service delivery to countries within the area of responsibility - There are no remote application drop-off points or visa application centres in the area. Communications challenges - Mail service in the region is extremely unreliable, courier charges are very expensive and e-mail is not as widespread as in many other parts of the world. Risk management - The main risks that faced the mission in this area related to the external environmental context that includes a relatively high level of fraud and misrepresentation. Internal controls - Given the external environmental context, the provision of services to 12 countries, significant growth in certain categories, and a high level of refusals in some categories, the integrity of the internal control environment was potentially at risk.
Introduction of new technologies - In early 2011, two new systems were introduced at the mission. The audit criteria were based on applicable Treasury Board and CIC legislation, policies and directives. The audit focused on the management of the Accra immigration program in terms of the governance processes in place, the risk management practices and processes in place, and the adequacy of the internal control framework in place to support the delivery of immigration program services. This audit focused on all significant activities performed in the immigration section at the Canadian High Commission in Accra, Ghana. The audit was conducted in accordance with the Internal Auditing Standards for the Government of Canada and the International Standards for the Professional Practice of Internal Auditing. The examination phase was conducted from July 8 to October 20, 2011, with the site visit to Accra, Ghana, taking place from September 12 to 16.
As part of our examination of the internal control framework, we examined controls over application processing, CAIPS, GCMS, controlled documents, cost recovery, travel and hospitality expenditures, human resources, citizen-focused service, and learning, innovation and change management. For our examination of application processing, we examined all decisions related to permanent resident determination travel documents, temporary resident and permanent resident cases, and temporary resident permits finalized from January 1 to December 31, 2010, to test compliance with decision-making authorities. The audit also examined a judgmental sample of five permanent resident determination travel documents, 30 temporary resident cases and 30 permanent resident cases that were finalized between January 1 and December 31, 2010, to assess compliance with the legislation, regulations and policy requirements of each case file. In examining other internal controls, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes and documented controls. The audit team met with the High Commissioner at the beginning of the on-site field work to obtain her impression of the immigration program and again at the conclusion of the site visit to provide preliminary observations. The examination phase was completed on October 20, 2011, after which a debriefing was given to the International Region to provide draft audit observations, conclusions and recommendations.
The Management Action Plan to address audit findings and recommendations was also developed in response to the audit recommendations.
The next section of the report contains the detailed observations, conclusions and recommendations for each line of enquiry. We expected to find that the mission’s governance framework, including governance and strategic directions, public service values, results and performance, and accountability, supported the administration of the immigration program. The program has a clearly defined strategic direction, and strategic objectives that are aligned with its mandate.
The program’s team-based structure and approach to file management allowed the IPM to distribute applications for processing in line with targets established at the beginning of the year as part of the IRIMP process. Management demonstrated its commitment to values and ethics through the inclusion of values and ethics questions in staffing competitions and through training opportunities offered to all staff. In the past, IPMs were able to generate performance data to support decision making from the CAIPS system exclusively. The program has a clear and effective organizational structure in place that is documented. We expected to find that the mission’s risk management processes and practices in place supported the achievement of program objectives. We also found that the mission identified and documented key risks to the program in terms of case processing (fraud and reliability of applicant documents), cost recovery (refunds to refused clients and controls in place), client-focused service (same-day temporary resident visa services to clients), and the external environmental conditions within which the mission operates.
In addition to both the MIO and the assistant who work on anti-fraud files, the program also has an anti-fraud coordinator who is the senior Canada-based officer at the mission.
While the program does not take a systematic approach to quality assurance work, it has undertaken two quality assurance reviews on an ad hoc basis over the past two years. Program management should ensure that quality assurance reviews are conducted in a more systematic manner, results are disseminated to staff, and any resulting recommendations to improve operations are implemented.
We expected to find that the internal control framework in place supported the administrative, financial and operational activities of the program. The audit of internal controls included an examination of immigrant and non-immigrant processing. As part of our audit, we also reviewed samples of case files finalized during our review period. We also interviewed staff as part of this process and found that they were knowledgeable about legislative and operational processing requirements. As part of the audit of the internal control framework, we examined controls over CAIPS and GCMS.
Up until recently, CAIPS was the main system used to facilitate immigration work at the Accra High Commission and in all visa offices abroad. The CAIPS Information Technology asset inventory list was not up to date and included some items that were no longer used solely for CAIPS purposes. At the time of our site visit, the audit team was informed that missions had not yet received any guidance for monitoring user accounts, such as the guidance provided in the CAIPS Manager’s Manual. At missions abroad, controlled documents are comprised of counterfoils and seals, which are issued together as a visa. In January 2011, a new application that was developed by NHQ was introduced at the mission. We expected to find that roles and responsibilities were appropriate for the custodianship; safeguarding and handling of controlled documents and that adequate controls were in place. When the audit team was on site, we noted that while roles and responsibilities were clear, there were some discrepancies related to the management of controlled documents.
The audit team also noted that since the introduction of CKFITS, the IPM has not been able to sign off on the quarterly inventory report.
We also noted that controlled documents were safeguarded - both in working and deep storage. Program management should strengthen the controls in place for quarterly inventory reporting and tracking seals and counterfoils transferred for printing purposes. Cost recovery revenues are generated when an applicant provides payment to the immigration program in advance of, or during, the submission of an application for a visa to come to Canada.
We expected to find that there was an effective control framework in place to safeguard the revenues collected in the immigration section of the mission.
Another POS+ issue related to the fact that the program was using two separate fee schedules in months where a change in fees had been made.
This situation increased the risk of fraud in the program because it removed the need for management to approve fee overrides, which is a key control. The program’s end-of-day reconciliation of revenues with the Department of Foreign Affairs and International Trade (DFAIT) could also be strengthened. The IPM and the mission’s management consular officer are working on a solution, which should be in place by the end of the year.

The CRO should perform system administrative functions periodically to ensure that the POS+ system and cost recovery controls are functioning as intended.
Program management should ensure that end-of-day reconciliation procedures with the mission accountant are performed in accordance with the Cost Recovery Manual and the official agreement between DFAIT and CIC.
We expected to find that the internal control framework for managing travel and hospitality expenditures was in compliance with applicable policies and directives. We found that the controls related to travel and hospitality expenditures met our expectations. We expected to find that human resources management was aligned with strategic and business planning, that the mission provided employees with the necessary training, tools and resources, and information to support the discharge of their responsibilities, and that the mission had a system in place for the performance evaluation of employees. In terms of immigration program staff, we found that all performance appraisals were on file for 2009-2010 and that three performance appraisals had not been completed for 2010-2011 at the time of our site visit.
Our review of staff files indicated that they were mostly up to date and that all required documents were included, such as learning plans, security checks, signed letters of offer and job descriptions. We expected to find that the mission takes measures to facilitate access to its services, that it leverages technology to enhance user services and access, and that a formal process was in place to consider feedback and impact on short- and long-term objectives. The mission’s website is up to date, thorough and well laid out to provide comprehensive information to clients by relevant business line. We expected to find that learning and development activities were used to promote innovation and change management at the mission, and that change management practices supported the implementation of GCMS at the mission.
We found that learning, innovation and change management met our expectations and were well managed.
Staff are still discovering all the features of the system and the potential benefit that they could bring to the management of the immigration program. The adequacy of the governance framework will be assessed against the following sublines of enquiry and criteria.
The mission has clearly defined and communicated strategic directions and strategic objectives, aligned with its mandate.
The mission has in place operational plans and objectives aimed at achieving its strategic objectives. Management, through its actions, demonstrates that the mission’s integrity and ethical values cannot be compromised.
The adequacy of the risk management process and practices will be assessed against the following criteria. The internal controls in place to support financial, administrative and operational activities will be assessed against the following sublines of enquiry and criteria.
Adequate controls are in place for the custodianship, safeguarding and handling of controlled documents.
There is an effective control framework in place to safeguard revenues collected in the immigration section of the mission.
Cost recovery assets and records are retained, and are periodically monitored and verified.
The internal control framework for managing travel and hospitality expenditures is in compliance with applicable policies and directives. A formal process is in place to consider feedback and impact on short- and long-term objectives. It will use the 2012-2013 annual International Region Integrated Management Plan exercise to identify and set out the mission-specific quality assurance review or reviews to be conducted in the coming fiscal year. The audit revealed problems that were the result of a lack of familiarity with the new Controlled Key Forms Inventory Tracking System. Counterfoil and seal logs are now entered on a daily basis, ensuring that physical inventories of active stock are done consistently.
All POS+ user profiles have been reviewed and updated based on the recommendations of the audit team.
A daily reconciliation procedure has been implemented, and the accounts section with financial instruments, reconciliation and 1203A reports are submitted daily. You will need to provide your invoice number, full name, the city you are traveling to within Canada, arrival date in Canada, 20-digit SIM number and email address.
Calling rates are listed per minute for international outgoing calls from a Canada SIM card while in Canada. Additional credit is available through the purchase of airtime vouchers, also called reload codes (not another SIM card), in Canada.
After the 6 months period, the SIM will be recycled and you are required to purchase another SIM card in order to continue using your service. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR).
When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1st (See Definitions section). It provides a description of the organization’s purpose, as well as basic financial and human resources information.
In this section, the reader will find future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major Crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. There are four spending areas (social affairs, economic affairs, international affairs and government affairs) each comprised of three to five Government of Canada outcomes. When the program is set to expire, a decision must be made as to whether to continue the program. Our government has stressed the importance of economic immigration in helping Canada recover from the effects of the global economic downturn of 2008–2009, and expects the need for economic immigration to increase for years to come. As reaffirmed in the government's most recent Speech from the Throne, these changes will culminate in the introduction of a new active recruitment model in January 2015 that will support the selection of immigrants based on the skills that Canadian employers need which will lead to economic success. A particular focus is on finding innovative ways to begin the settlement process overseas, before immigrants arrive in Canada.
These reforms will ensure Canadians are considered first for available jobs and support Canadian economic interests, including international agreements and partnerships. The new asylum system that came into effect in December 2012 will continue to provide genuine refugees with timelier protection, as it curtails abuse of the system.
We will continue to work with our American partners, in particular, to make biometric information sharing a reality.
Once implemented, these reforms will strengthen the value of Canadian citizenship, protect against fraud, and increase efficiencies throughout the citizenship Program. We will undertake an examination of International Experience Canada in the context of the broader review of the Temporary Foreign Worker Program, and will increase awareness of the program among potential Canadian participants. This vision meant quickly populating the Prairies, leading the Government of Canada to establish its first national immigration policies. The Department develops Canada's admissibility policy, which sets the conditions for entering and remaining in Canada; it also conducts, in collaboration with its partners, the screening of potential permanent and temporary residents to protect the health, safety and security of Canadians. The Minister for Citizenship and Immigration Canada is responsible for the Citizenship Act of 1977 and shares responsibility with the Minister of Public Safety and Emergency Preparedness for IRPA, which came into force following major legislative reform in 2002. Under the Act, CIC promotes the integration of individuals and communities into all aspects of Canadian society and helps to build a stronger, more cohesive society. This transfer allowed the program to better align with government priorities and labour market demands in Canada by linking IEC to other immigration programs. CIC is making progress toward better managing our contact with clients by progressively offering more and more e-services.
The Department is already responsible for determining and verifying Canadian citizenship, which is a requirement to apply for a passport, and integrating the Passport Program into CIC is expected to facilitate the process. Now the focus is to stabilize and formalize the partnership with Employment and Social Development Canada (ESDC) and DFATD through the completion of the second Order in Council and new memorandums of understanding and service-level agreements. This cultural experience also enhances their personal and professional development, giving them a competitive edge in the job market. The 2015 modernization goals have been well advanced and have brought about several changes to its programs and service delivery networks both in Canada and abroad.
Furthermore, the Department will examine how to provide clients with a centralized channel to submit complaints, comments and compliments to help identify systemic service issues and areas needing improvement. Recent and upcoming initiatives will enable the Department to provide clients new service delivery channels and to ensure their compatibility with different forms of technology, such as smart phones, to make services more accessible. A cornerstone of this modernized immigration program is the Expression of Interest (EOI) application management system which will enable active recruitment of highly skilled immigrants based on economic need.
CIC continues to build a strong, high-performing institution that is nimble, connected, engaged and ready to face new challenges. Corporate risks and broad mitigation strategies identified by senior management are used to set CIC’s strategic directions and inform the development of the Integrated Corporate Plan and the Corporate Risk Profile. The EOI system’s innovative approach will make it possible to select the best candidates with the skills to succeed in Canada and create opportunities to increase the employer role in immigration. Although population aging may generate significant demand for labour that would result in declining youth unemployment, youth unemployment will persist in developing nations without economic growth. Economic recovery has been slow at the national level with significant differences across provinces. With the introduction of the EOI system in January 2015, Canada will improve application management for the economic stream, avoid future backlogs and accelerate processing times. To protect Canadian workers, CIC will also work with ESDC on ongoing changes to the Temporary Foreign Worker (TFW) Program to ensure that employers consider qualified Canadian citizens and permanent residents first and that the TFW Program continues to support employers in meeting their short-term or acute labour market needs as originally intended. Citizenship is devalued by those who do not intend to establish in Canada, including citizens of convenience.
International crises lead to unpredictable migration flows that may require Canada’s intervention and specialized supports for resettlement. Together with provinces and territories, CIC will advance the shared Federal-Provincial-Territorial Vision Action Plan announced in November 2012 to improve outcomes and to share the benefits of immigrations across the country. CIC must remain diligent in effectively managing its resources to achieve its strategic outcomes and operational objectives, while minimizing exposure to a variety of risks. You must provide accurate information about the organization’s products and services, and respond to customer complaints in a polite and timely manner. If you’re an outgoing person who likes to interact with others on a day-to-day basis, this type of job might be a great fit.
The selection of the immigration program at the Canadian High Commission in Accra, Ghana, was done in consultation with the International Region Branch at national headquarters. At the conclusion of the site visit, the audit team provided preliminary audit observations to the High Commissioner and the Immigration Program Manager. The selection of the immigration program at the Canadian High Commission in Accra, Ghana, was done in consultation with the International Region Branch at CIC national headquarters (NHQ). The Operations Sector at NHQ, which is divided into domestic and overseas operations, is responsible for carrying out these tasks. Appendix B sets out a summary of the mission’s processing statistics for 2011 (as of April 1), 2010, 2009 and 2008. The information is provided as part of the background to the audit and is not listed in any particular order.
The lack of reliable identity and civil registration processes remains at the root of the challenges in the delivery of visa services in the region. The challenges in obtaining financial instruments to pay processing fees mean that many applicants must travel to Accra to obtain visa services. In addition, many sponsored clients use a Canadian address for all correspondence, creating processing delays for time-critical categories, such as Family Class priority cases. It was based on discussions with International Region officials at NHQ during the development of the Risk-Based Audit Plan 2011-2014 and at the beginning of the planning phase of the audit. The mission also had a relatively high refusal rate, which made case processing more difficult. First, the Controlled Key Forms Inventory Tracking System (CKFITS) was introduced in January 2011 for the management of controlled documents. Where applicable, interrelationships with the International Region, the Department of Foreign Affairs and International Trade, the Canada Border Services Agency, Public Safety Canada and the Royal Canadian Mounted Police were assessed as part of the audit.
As part of our examination of governance and risk management, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes, documented controls, tested information, and reviewed samples of management files to test for compliance. We also interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes and documented controls.
Specifically, we examined CAIPS and GCMS user profiles, tested CAIPS and GCMS inventory controls, tested a sample of transactions involving the office’s inventory of controlled documents, examined cost recovery revenue controls, and reviewed a sample of travel and hospitality claims to assess the effectiveness of the controls in place.
The audit team also provided preliminary observations to the Immigration Program Manager (IPM) at the conclusion of the site visit. A draft audit report was provided to both the International Region and the IPM on October 31, 2011, for comment.
As part of our examination of governance, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes, documented controls, tested information, and reviewed samples of management files to test for compliance. The program’s operational plan clearly outlines how the work will be managed to achieve objectives. The IPM has also introduced local service standards for processing applications, which enhanced and operationalized the general service standards set by NHQ.
As well, the IPM makes good use of temporary duty assignments and re-assignment of staff to manage workloads throughout the year, including during the peak summer temporary resident processing period. Moreover, soon after the IPM arrived in Accra, he held a staff retreat that focused primarily on values and ethics. Since that time, application management and processing have been performed using two separate, parallel systems. The IPM meets with the senior Canada-based officer on an informal basis throughout the year to discuss processing times and targets. However, since both CAIPS and GCMS are being used to process applications, the data to support decision making would have to come from both systems and users are not yet as familiar with the GCMS reporting functions as they are with those in CAIPS. An organizational chart is developed and established that reflects the actual reporting lines in the immigration program.
He attends the weekly meetings of the Committee on Mission Management, chairs a committee and supports mission activities. As part of our examination of risk management, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes, documented controls, tested information, and reviewed samples of management files to test for compliance. When discussing this role with the audit team, the anti-fraud coordinator pointed out that it mainly related to communicating potential fraud-related items in applications in a more informal manner with staff. As part of our examination of the internal control framework, we examined controls over application processing, CAIPS, CAIPS, controlled documents, cost recovery, travel and hospitality expenditures, human resources, citizen-focused service, and learning, innovation and change management. We expected to find that immigrant and non-immigrant decisions were adequately documented, that designated and delegated authorities for decisions were appropriate and in compliance with departmental policies, and that appropriate controls were in place to ensure that admissibility requirements were met. We reviewed the process in place to assess immigration applications and found that overall, adequate controls were in place to ensure compliance with operational and legislative requirements.
In addition, we found that staff met our expectations when reviewing applications for admissibility requirements. We expected to find that appropriate controls were in place for the management and use of CAIPS and GCMS user accounts at the mission and these assets were safeguarded. However, in February 2011, GCMS was introduced at the mission and it is currently being used to process certain types of visas.
We found that three active accounts belonged to former staff who were no longer at the mission.
Specifically, the inventory list kept by the program included items such as older printers that used to be for CAIPS but were now being used as regular printers in individual staff offices. After our site visit, GCMS officials informed us that they intend to send GCMS user account lists to all offices across the network and NHQ for validation by the end of January 2012. In examining controlled documents, we interviewed immigration program staff, reviewed documents, observed processes and documented controls. Specifically, the quarterly report that was submitted to NHQ for the period April 1 to June 30, 2011, was not up to date.
However, during the reconciliation process, we noted some recording errors in the controlled documents tracking log.
In examining cost recovery, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes and documented controls.
Roles and responsibilities for cost recovery were clear and in compliance with relevant authorities. As some applicants come from outside Ghana, the program often receives payment for services based on previous fee schedules for some time after an adjustment (especially in applications received by mail or courier). While no instances of fraud were identified during the period under audit, this presented a higher than acceptable level of risk in this regard and the standard operating procedure and associated controls were put back in place while the audit team was on site. The repair and compacting of the POS+ system must be performed regularly to ensure that the system is operating as intended and that it is kept up to date.
The CIC Cost Recovery Manual and the Standard Financial Procedures for Immigration Fees Collected at Missions - Official Agreement between DFAIT and CIC describe the standard operating procedures for end-of-day reconciliations.
The total value of refunds processed over the past two years, as of August 15, 2011, was approximately $401,485.
The IPM informed us of a plan to create a list of all refund requests and provide this list to the mission accountant once a month.
In examining travel and hospitality expenditures, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes and documented controls. In examining human resources, we interviewed immigration program staff and other mission staff with links to immigration operations, reviewed documents, observed processes and documented controls. Human resources planning in the immigration program was aligned with the business planning cycle and annual IRIMP submission to NHQ. Our review of available 2010-2011 performance appraisals found that staff objectives and indicators were closely aligned to office targets, service standards and job descriptions. However, in reviewing the files from the three most recent staffing competitions, we found that two of the three files did not contain complete documentation of the process. In examining citizen-focused service, we interviewed immigration program staff, reviewed documents and observed processes.
The mission uses service standards effectively to set client expectations, manage workloads and meet client needs. Mission-specific information is included, particularly for temporary resident visas (same-day service standards) as well as links to the departmental website. In examining learning, innovation and change management, we interviewed immigration program staff and reviewed documents. The introduction of GCMS at the mission was the most significant change to occur over the course of the past two years. Over time, as the program fully understands the capabilities and functionalities that the system can provide, it will become a very powerful tool for program employees. A case is comprised of an application that may include multiple applicants (persons), for example: a family. The quality assurance reviews will then become part of the objectives and results set out for the section that form the basis for establishing these factors in the Personnel Management Plans of section staff. The CRO has implemented weekly compact and repair cycles as well as archiving of the POS+ database six months after the end of the fiscal year (completed for 2010-2011). And unlike home, your Canada SIM card and cell phone service is prepaid so there is no need for a contract. If you wish to change your plan, you can do so once you arrive in Canada by calling Rogers.
Airtime vouchers are available locally in Canada at convenience stores, petrol stations and local Rogers authorized dealers. The validity of your recharge depends on the denomination: 10$, 20$, 30$ and 40$ will be valid for 30 days and 100$ for 365 days.
In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament’s consideration of supply bills.

This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities.
The reader will also find a link to the Tax Expenditures and Evaluations Report, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.
Therefore, planned spending may include amounts incremental to planned expenditure levels presented in the 2014–2015 Main Estimates.
The plans outlined in this report will ensure the immigration system fuels Canada's future prosperity, as we also maintain our generous family reunification and humanitarian record. With a large drop in asylum claims from designated countries of origin that do not normally produce refugees, we will be able to devote more resources to refugee claimants who truly need Canada's protection. Also, as part of the Beyond the Border Action Plan, we will be establishing a common Canada-U.S. They will also support the integration of new citizens and ensure they are better prepared to participate fully in Canadian life. Following the transfer of responsibility from Foreign Affairs, Trade and Development Canada in July 2013, CIC has been working with Service Canada to modernize the passport program in order to strengthen program security and integrity, improve accessibility, and increase program efficiency. Immigrants have been a driving force in Canada's nationhood and its economic prosperity—as farmers settling lands, as workers in factories fuelling industrial growth, as entrepreneurs and as innovators helping Canada to compete in the global, knowledge-based economy. Fundamentally, the Department builds a stronger Canada by helping immigrants and refugees settle and integrate into Canadian society and the economy, and by encouraging and facilitating Canadian citizenship. CIC and the Canada Border Services Agency support their respective ministers in the administration and enforcement of IRPA. Jurisdiction over immigration is a shared responsibility between the federal and the provincial and territorial governments under section 95 of the Constitution Act, 1867.
This will ensure that Canada remains competitive with other countries and attractive to potential applicants. In parallel, significant energy and work to transform and modernize the way passports are delivered to Canadians has begun, and authorities to proceed with the modernization of the Passport Program have been approved. With the support of DFATD, CIC will propose a renewed mandate for IEC that would better align the program with government priorities and labour market considerations. However, the use of new technology and the addition of new programs have exposed gaps in client service. Moreover, new technology will allow the Department to more effectively leverage the global network of expertise and distribute workload based on capacity, risk and complexity.
EOI will enable the Department to better respond to labour market needs, improve its ability to manage application intake and provide more timely and efficient service to clients. Risks and mitigation strategies are reviewed quarterly to ensure they remain current and effective. Its introduction will enable active recruitment, improve application management, prevent future backlogs and accelerate processing times for the economic stream.
Strong emerging economies, in addition to established immigrant-receiving countries, are beginning to compete with Canada by attracting and retaining talent. There are signs of tightening labour markets in the western provinces now and potential labour shortages in the future.
The Protecting Canada’s Immigration System Act has made it easier to prosecute smugglers and deter participation in human smuggling activities. The Government of Canada introduced comprehensive reforms to the Citizenship Act in Bill C-24, Strengthening Canadian Citizenship Act to ensure those who receive citizenship have a genuine attachment to Canada and are prepared to exercise the responsibilities of citizenship.
Security risks like terrorism constantly threaten Canadians’ health and safety, and the flow of goods and people, public confidence, and international relationships.
By leveraging technology, CIC is moving from a paper-based and overseas mission-centric network to a responsive and competitive global operational model that distributes the workload evenly.
The complexity of the immigration and settlement systems means that decisions made by CIC or any of its partners or stakeholders can significantly affect relationships, performance results and the ability to meet objectives for all stakeholders. I possess a deep commitment to customer service and proved ability to build productive relationships with clients. However, you may have to handle difficult or angry customers, which is particularly challenging – make sure you have the patience necessary to deal with these types of situations before diving in.
It provides permanent resident application processing for 12 countries in West Africa and temporary resident visa services for 10 of these countries. Overseas operations fall under the responsibility of the International Region and its network of visa offices at missions abroad, which is comprised of 86 points of service in 73 countries.
Mission management has identified the following challenges and opportunities related to its operating environment. The absence of direct visa services in some of these countries is often the source of frustration in bilateral dealings. One alternative that may offer opportunities to improve communication within the region is the prevalence of cell phones.
In addition, a document review was performed, which included an assessment of several key documents, including the mission’s submission for the International Region Integrated Management Plan (IRIMP).
Second, the Global Case Management System (GCMS) was introduced in February 2011 and will eventually replace the Computer-Assisted Immigration Processing System (CAIPS) that has been the main system to process applications overseas.
Individual sample cases were selected randomly and reviewed in order to validate findings from the interviews, reviews of documents and observations of procedures. Overall, we found that the immigration program’s governance framework met our expectations. In addition, all immigration staff performance indicators were closely linked to visa targets, service standards and their respective job descriptions.
In the transition from CAIPS to GCMS, the program has not been generating performance information to track progress against targets as they used to when they only had CAIPS.
Since the introduction of GCMS, information on results has not been systematically gathered, assessed or reported and therefore, not used in a formal manner to support decision making. This is one contributing factor to the recent, non-systematic generation of data for management decision-making purposes. In addition, based on our discussions with the IPM, the immigration program has good working relations with its partners both inside and outside the mission (the MIO, the Medical Officer in Paris, France, and the Royal Canadian Mounted Police Liaison Officer in Rabat, Morocco).
Overall, we found that the immigration program’s risk management practices met our expectations.
In addition, we found that risks were appropriately communicated to staff and stakeholders, particularly through the IRIMP.
For our examination of application processing, we examined all decisions related to permanent resident determination travel documents, temporary resident and permanent resident cases, and temporary resident permits finalized between January 1 and December 31, 2010, to test compliance with decision-making authorities. We also reviewed all decisions made on cases finalized over our review period and found that all decisions were made by individuals with the authority to do so.
In particular, they demonstrated a good practice by ensuring that FOSS checks were up to date in applications when final decisions were made. In examining CAIPS and GCMS, we interviewed immigration program staff, reviewed documents, observed processes and documented controls.
It is expected that over time, GCMS will become the main system used by visa officers overseas and that CAIPS will eventually be decommissioned. We also found that some CAIPS users had access to the system above their authority levels, allowing them to perform functions that they should not have had access to.
User access is centrally administered by NHQ unlike CAIPS, which is managed locally at the mission. Once offices and NHQ have reviewed the lists, any necessary changes will be made according to established procedures for changes to user accounts. Seals are documents that are affixed over counterfoils when they are placed in an applicant’s passport to prevent tampering. It is a Web-based application that replaced the previous paper-based and locally developed electronic methods used to control, transfer and inventory controlled documents.
We also conducted a physical inventory count and reconciled with records, and reviewed a sample of transactions involving the office’s accuracy in record keeping. The report was supposed to be an inventory count of all seals and counterfoils as of June 30, 2011. The Information Management and Technologies Branch is aware of the issue and will address it with the next full release of CKFITS so that IPMs will be able to sign off on quarterly inventory reports in the future. The Forms Control Officer provided the seals and counterfoils to another officer when required for printing.
Rather, they are expected to pay with a bank instrument such as a bank draft, a certified cheque or a money order. Specifically, we examined cost recovery revenue controls to assess the effectiveness of the controls in place. However, there were nine employees who had access to POS+ at the mission, including six cost recovery clerk (CRC) backups.
The program’s operating procedure has been to create a second fee schedule in POS+ and keeping it active for one month, while leaving the previous fee schedule active for the same period. At the time of the audit site visit, this process was not being performed in accordance with the standard operating procedures.
At the time of our site visit, some applicants who had been refused a visa had been waiting over two years for refunds.
The development of this list will allow the IPM to maintain a record of outstanding refunds and enable better management of refunds to clients in the future. Specifically, we reviewed a sample of travel and hospitality claims to assess the effectiveness of the controls in place. The mission supplements its staff during peak processing times through the use of temporary duty assignments. The immigration program should ensure that its competition files are well documented at the end of a competition and that the complete file is provided to the management consular officer. However, as discussed previously in section 3.1 of this report, performance information is not captured regularly to evaluate progress against standards.
The mission does not provide clients an opportunity to telephone with questions or complaints. The support provided by NHQ, particularly with respect to on-site training and coaching, was seen as having a very positive impact in terms of the program’s ability to use the system to process applications. NHQ is continuing to provide ongoing support and sending information to IPMs on a regular basis to enhance their knowledge of the functionality of the system.
The existing monthly meetings for both officers and program assistants will be used to disseminate the results to staff. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.
This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d’A?tre, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This includes record levels for two of our most successful and fastest-growing programs: the Canadian Experience Class and the Provincial Nominee Program.
To achieve this, CIC operates 27 in-Canada points of service and 70 points of service in 63 countries. These organizations work collaboratively to achieve and balance the objectives of the immigration and refugee programs. This shift to e-services also can improve service while reducing the costs per transaction through process streamlining and automation.
The Department has placed a particular focus on client service improvement to address the issues in service delivery by establishing a client service vision and strategy. It and other new and planned technologies are moving CIC in a direction that could radically shift its future approach to managing migration and screening travellers in a more efficient and client-friendly manner. Within this context CIC must pursue policies that support economic recovery while protecting Canadian workers.
The Faster Removal of Foreign Criminals Act limits the review mechanisms for foreign nationals and permanent residents who are inadmissible on such grounds as serious criminality.
Yet, the private sector (academics, service providers, non-governmental organizations) offers an untapped opportunity to reduce inconsistent supports and outcomes across jurisdictions.
However, others work in banks, stores, insurance agencies, or any type of companies that have contact with customers. It will, however, require some effort to explore whether information technology products can be implemented to exploit this technology. Given the recent implementation of GCMS, there were risks related to the fact that two parallel systems would be used for processing applications and managing operations, particularly related to the generation of performance information on in-year processing.
It is assumed that over time, as users become more comfortable with GCMS and only one system is used for case processing, the IPM will have access to the required performance information needed to manage operations.
Moreover, based on the work performed by the MIO, the immigration program appears to have good working relations with external law enforcement agencies and like-minded missions.
However, there were a few areas where this could be strengthened, particularly in temporary visa processing. We also examined CAIPS and GCMS user profiles, and tested CAIPS and GCMS inventory controls. While staff had access to functions that were beyond their authority levels, for the decisions we reviewed, we found no instances where staff exceeded their authority levels. However, the data for temporary resident seals and counterfoils were recorded only up to May 23. However, the Forms Control Officer did not maintain a record (tracking log) of the seals and counterfoils transferred for printing purposes.
The program corrected this situation while the audit team was on-site and reduced the number of backups to three.
During this month, the CRC has the option of using either fee schedule when processing payments without referring to the cost recovery officer (CRO) for a fee override. Program staff informed us that the CRC provided the daily revenues to the mission accountant, a DFAIT employee, at the end of the day.
The delays in processing refunds relate to relatively high application refusal rates, the capacity of the mission accountant to process a large quantity of refunds and the transfer of funds from Ghana to other countries in the program’s operating area, specifically for refunds to applicants from Nigeria. However, despite measurable indicators, limited performance information or data appear to have been captured by the program and used in the performance appraisal process. In addition to NHQ support for GCMS implementation, the senior Canada-based officer at the mission developed local standard operating procedures. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. The Department has also continued to respond to various challenges, including large application backlogs, demands for improved efficiency and effectiveness of services, and improved program fraud detection by capitalizing on new technology and work processes. Ultimately, the objective is to leverage technologies to enable greater bona fide traveller facilitation to Canada. It also provides for the denial of temporary resident status to foreign nationals based on national or public interest or to avoid harming Canada’s international reputation. Over the coming year, CIC will explore ways to leverage these partnerships, for example, opportunities for collaborative work with employers and community partners to enhance program efficiencies and immigrant outcomes.
Generally, this is a full-time job, although working part-time can also be a possibility.DutiesCustomer service representatives work in almost every industry, so your job description can vary depending on your place of employment.
Areas for improvement included date-stamping application forms, keeping copies of key documents used to determine refusals, and enhancing CAIPS notes specifically related to whether interviews were required or waived. These control issues represented a risk to the program in terms of staff having access to functions beyond their level of authority and the presence of user accounts that were no longer needed. We also found that, even though the system was recently introduced, there were five former employee accounts that were still active and needed to be de-activated.
This provided an inaccurate count of the inventory of seals and counterfoils as of June 30, 2011. This is a key control for controlled documents that should be put in place for the safeguarding of the forms in use. At the end of the month, the program removes the previous fee schedule from the active currencies in POS+. The CRC and mission accountant did not reconcile the revenues at that time, nor was a receipt of the transfer provided to the CRC. While clients can write in their comments or questions to the program, responses are not formally tracked. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II). But as program integrity is strengthened, unscrupulous individuals develop more sophisticated means of gaining illegal entry to Canada.
While these efforts have gone a long way toward modernizing and strengthening the immigration system, there is still much to be done in terms of implementing new initiatives, such as the online eTA system, and identifying opportunities to streamline and update current processes. For example, if you work for a financial institution you will be expected to provide customers with information about their accounts.
Program management was notified of these issues while the audit team was on site and will continue to monitor user accounts going forward. The GCMS manager sent an e-mail to NHQ to have these accounts de-activated while the audit team was on site. Normally, there should only be one fee schedule and when payments are received by the program that are not based on active fees in the schedule, the CRO should perform a fee override so that the clerk can enter the information into the POS+ system.
CIC will strengthen program integrity by eliminating loopholes, deterring and punishing fraud, and reducing systemic inefficiencies. Sound project management practices are in place to manage all of these changes and ensure that clients will continue to benefit from the full suite of CIC’s programs and services, from visitor visas to citizenship renewals, during this transition. If you work for a utility company, you may need to help clients with service problems, such as outages.
While the program does not accept cash as a form of payment, it does accept certified instruments, which makes this a key control point.
You will have to provide information about the company’s products and services, take orders, determine charges, and oversee billing or payments, in some cases.
You may also need to review or make changes to customer accounts, handle returns or complaints, and research answers or solutions as needed. Google Fi is only possible in the United States because of the unique competitive situation that exists there.While the country has four national carriers, the market share breakdown between them is highly uneven. It’s likely that you will have access to responses for commonly asked questions and to specific guidelines on how to deal with request. Even Canadian companies such as Ting and Roam Mobility are selling wireless services as MVNOs in the United States.
Bureau of Labor Statistics, customer service representatives earn on average $30,580 per year, or $14.70 per hour. Employment of customer service representatives is projected to grow by 13 percent from 2012 to 2022, so overall job opportunities should be good.EducationThis is generally and entry-level position, so customer service representatives typically need only a high school diploma. Ting and Roam would love to be able to offer service in Canada, but the companies say they can’t get reasonable terms on wholesale access to make it feasible. Usually, the training is short-term and on-the-job, lasting about two or three weeks, depending on the company you’re working for. However, if you’re going to work in finance or insurance, you may need several months of training to get familiar with more complicated regulations.
That is only $5 cheaper than Google Fi for that same amount of data an includes a heavy phone subsidy. Yes, that plan is limited to specific regions currently but it is not offered at a loss by Rogers and could quickly roll out nationally if faced with increased competition.

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