Performance Auditor: Internal Audit (KZN) Kwazulu Natal. Trainee Auditor - Limpopo: Limpopo. Get all the latest Deals & Coupons delivered to your inbox! You can unsubscribe at any time. OAG Audit Job Vacancies. He or shewill undertake assignments allocated to him / her by the team leader which may include performance audit.
Performance Audit reports and media release. Performance archives 2010; Performance archives 2015; Performance archives 2014; Performance archives 2013; Archives; Investigations audit. Experienced employment. Risk assessment analytical procedures oag annual audit 5035 performance audit manual. 2 trainee guide 3rd edition. Perfomance Auditor at NAOT: Past: Program Facilitator. Perfomance Auditor at OAG. Deogratius Shayo is a Certified Public Accountant currently working as a Perfomance Auditor at National Audit Office.
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Performance Audit reports and media release. AGSA's annual reports; PAIA manual; Audit information. It is government policy that departments: have an effective, independent and objective internal audit function that is properly resourced to provide sufficient and timely assurance services (as defined in Appendix A) on. Mental Health Program Specialist 1/Mental Health Program Specialist Trainee 1, Central Office; 18: 09/16/16: 09/30/16: Mental Health, Office of: New York: 33069. The Performance Audit Trainee Program is.
It is also responsible for implementing modern management processes and promoting organizational effectiveness. The Corporate Management and Direction program activity consists of three program sub- activities: Corporate Direction, Human Resources and Comptrollership. This includes the overall direction and coordination for the CBSA, legal advice on the CBSA's operations and policies, strategic and operational communications, internal audits, strategic planning (including risk management), research and evaluation studies. Internal audit. The CBSA's internal audit function supports positive changes and includes providing value- added quality services and reports to the President, the Audit Committee and CBSA senior management.
By liaising between the Agency and the Office of the Auditor General of Canada (OAG) and other external review organizations, and by conducting internal audits on Agency programs and. CBSA's stewardship of public funds and assets, its management accountability and leadership, and how the CBSA achieves program results. RPP Commitment. Although no commitment was stated in the CBSA's 2.
Report on Plans and Priorities (RPP), the CBSA was to deliver nine internal audits based on its multi- year, risk- based plan. In addition, the Agency was to coordinate a major external audit to be conducted by the OAG; the resulting report was entitled the 2. October Report of the Auditor General of. Canada. Performance Highlights and Results. In addition to conducting nine internal audits, the Agency coordinated a major external audit conducted by the OAG. The report can be found on the OAG's Web site. Chapter 5, “Keeping the Border Open and Secure,” examined whether the CBSA's approach to border management is based on.
Conducted between October 2. May 2. 00. 7, the OAG audit made 1. Agency's risk- management framework and practices; improving controls and monitoring; documenting referral decisions and examination results to enhance performance measurement; developing and evaluating national training programs; andimplementing emergency response plans. The Agency's response to the audit's recommendations is included in the report.
The CBSA has developed a management action plan that sets out the key milestones for the ongoing implementation of the OAG's recommendations, some of which have already been implemented in the above- referenced areas. These recommendations are making a valuable contribution to the improvement of the. CBSA's performance in terms of governance, accountability and controls. Risk management. A key activity in the implementation of a modern management regime at the CBSA is the development and implementation of an Integrated Risk Management Framework (IRMF) that is consistent with related Treasury Board policies and best practices in other departments. The IRMF, which integrates existing risk- based strategies, processes and tools into a comprehensive, Agency- wide. Agency programs, and serve to transparently integrate risk into management decision making and priority setting. RPP Commitment. Although no RPP commitment was stated, the CBSA was to build on its early stages of integrated risk management and to develop an IRMF.
Performance Highlights and Results. The CBSA completed two of four milestones in the development of its IRMF: a gap analysis of risk- management practices and a needs- assessment report, as recommended in the 2. October Report of the Auditor General of Canada.
The implementation of the final IRMF is scheduled to begin in 2. The Agency completed an Enterprise Risk Profile (ERP) with the following results. The CBSA refined the 1. The Executive Management Committee continually monitors and reviews progress in mitigating key corporate risks. The CBSA's ERP and strategically aligned planning cycle is current, approved and open to potential new, higher level risks. Corporate planning is more informed by risk management. Accountabilities are assigned for the implementation of mitigation strategies.
Mitigation strategies are being implemented to address the Agency's organizational sustainability and operational effectiveness. Implementing a strong performance measurement platform. The CBSA's performance measurement platform includes reports and tools that enable the Agency to track its progress towards meeting its vision and priorities and to concisely demonstrate results and the benefit of programs and activities to Canadians.
RPP Commitment. In 2. Agency committed to making its performance measurement platform more robust to better support decision making. Specifically, the CBSA was to revise and complete the development of the Program Activity Architecture (PAA), including results, indicators and accountabilities in accordance with Treasury Board of Canada Secretariat (TBS) guidelines.
Performance Highlights and Results. Following the amendment of its PAA in 2. CBSA created a task force to develop a Performance Measurement Framework (PMF).
By doing so, the Agency moved forward in establishing a comprehensive performance measurement platform. This platform uses existing tools and reports that include results statements, indicators and accountabilities as required by the TBS's. Management, Resources, and Results Structure Policy. The new PAA and PMF were implemented on April 1, 2. Stabilizing and strengthening the access to information and privacy function. In accordance with the principles of open government and protecting the privacy of individuals, the CBSA must comply with the statutory requirements of the Access to Information Act and the Privacy Act.
To that end, the Agency is further reducing access to information and privacy (ATIP) request backlogs, enabling the CBSA to meet legislative requirements for most. The Agency is also finalizing the organizational structure and developing a training and recruitment plan for the ATIP function to ensure future consistency with requirements. RPP Commitment. In 2. CBSA committed to further reducing its ATIP request backlogs, enabling the Agency to meet legislative requirements for the majority of requests. Also, the Agency was to finalize the organizational structure and develop a training and recruitment plan for the ATIP function to ensure future consistency with requirements.
Performance Highlights and Results. The Agency's backlog was reduced by more than 6. In addition, most requests are now completed within legislated time frames. Table 4. 1 shows the number of received and completed access to information. The number of requests carried forward from one year to the next does not appear in the number of decisions received.
Table 4. 1: Access to Information Requests (2. Fiscal Year. Received. Completed. On Time. International affairs. Through its partnerships with new global players and regional leaders, the CBSA is identifying a number of priority partnerships through which to engage on issues related to national security and the international movement of goods and persons. Key partners include other government departments, primarily Citizenship and Immigration Canada, Foreign Affairs and International Trade. Canada, the RCMP, the Canadian International Development Agency and Transport Canada; foreign border management administrations; multilateral organizations such as the World Customs Organization (WCO); and the private sector.
The CBSA's participation in a number of international forums provides the Agency with the opportunity to influence the evolution of accepted rules and standards. RPP Commitment. Although no RPP commitment was stated, the CBSA was to continue to maintain and develop strong international partnerships and relationships, enhance bilateral cooperation and participate in key border management forums, including the WCO, the World Trade Organization, the G8, the Four Country Conference and Border Five, a new informal forum on customs and border management policy. Performance Highlights and Results. The CBSA pursued more robust partnerships with the United States, the United Kingdom, Australia, the European Commission, France, Germany, Japan, New Zealand and the Netherlands. The Agency also forged effective partnerships with Chile, Mexico and South Africa.
In addition, the CBSA hosted more than 3. Canada to discuss issues of mutual. The CBSA and U. S.
Customs and Border Protection (CBP) moved forward on key bilateral Security and Prosperity Partnership of North America initiatives, including NEXUS, the Free and Secure Trade program, the Container Security Initiative (CSI) and the Advance Passenger Information/Passenger Name Record (API/PNR) program. CBP and Mexico Customs and their. WCO Framework of Standards to Secure and Facilitate Global Trade (SAFE) and in providing capacity- building assistance in Argentina and El Salvador. The Agency signed a customs mutual assistance agreement with the Netherlands and memoranda of cooperation on the CSI with South Africa and Panama, and began CSI negotiations with Japan; met with European Union officials on API/PNR data to discuss the need to initiate negotiations for a new agreement; enhanced bilateral cooperation through several non- binding arrangements. Chile; and coordinated a mutual recognition arrangement between Canada and the United States under the Partners in Protection and Customs- Trade Partnership Against Terrorism programs.
The CBSA President continued for the second year as WCO Vice- Chair and regional representative of the Americas and the Caribbean region. This role enables the Agency to develop and strengthen its partnerships within that region.