Staff evaluation form 49a

For availing a PAN card, one does not need to visit the Income-tax office as the facility to submit a pan card application form and obtain a PAN card has been made online. Alankit Limited has created a niche for itself in the financial services industry by offering a host of government-to-citizen services in a prompt and efficient manner, through its country-wide network in over cities and business locations. In all the metropolises and other prominent cities, Alankit has set up Tax Information Network TIN Facilitation centers for the processing of pan application form. For instance, in the state of Maharashtra, there are 15 branches in the financial capital of India, Mumbai and 52 branches in Pune whereas the National Capital, Delhi has as many as branches. These centres have dedicated staff and many auditors for guiding the applicants through the process.

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Content:

• How the exit assessment works
• CSPM July 2013 updates
• Audit of Census of Population - Field Management System
• M9 Personnel
• Course and Teacher Ratings (CTRs)
• 2020 MS4 general permit
• A Handbook for teachers of multi-grade classes: improving performance at the primary level
• Chapter 127
• DBB 3.0 Design Development (DD)

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How the exit assessment works

The Census is the largest, the most complex and publicly visible program, which obtains information from the entire population of Canada. In June , a decision was taken by the government to maintain the Census of Population as a basic short-form census. All remaining questions that were previously asked in the long form census were included in a new voluntary survey, the National Household Survey NHS.

There are distinct and inherent challenges to managing NRFU activities of approximately 30, enumerators operating in every part of the country, while striving to achieve the desired response rate for both the Census and NHS. In order to meet Census program objectives, Census management had the task of striking an appropriate balance between applying vigilance and due care to cost controls while managing the complexities of collection operations, in order to obtain a satisfactory response rate within an inflexible timeframe.

The practice of timekeeping for the enumerators was new in In the past, enumerators were paid based on piece rate. In order to improve enumerator recruitment and retention for the Census, the approach was modified to pay enumerators on an hourly rate. Field staff used the FMS to report work performed daily, and to enter their pay and expense claims.

This audit took place after Census collection operations had wound down and focussed on key controls and processes in place to ensure the reasonableness of enumerator fees. It was meant to add value by assessing practices in place during the Census, verifying if identified risks from a management led review had materialized, and identifying potential for improvements as management takes on the planning phase for the Census.

This report is intended to provide the Chief Statistician and senior management of Statistics Canada with relevant information that supports engagement observations and recommendations. As such, the focus of this report lends itself to the areas which may need management's attention. Areas where performance was deemed satisfactory have been summarized and acknowledged as part of the overall conclusion.

Management has identified a number of risks that may preclude the achievement of its objectives and has assessed the existing controls in place. However, financial risks resulting from significant changes in the Census pay structure were considered but not included as part of the risk management framework. The change to enumerator pay based on an hourly rate, rather than on piece rate, added complexity to financial planning of collection operations due to a lack of historical data.

Regions were instructed to carry out field operations and report on program spending, with the understanding that additional funds would be allocated if required to complete both Census and NHS collection operations based on active monitoring of response rates.

The absence of historical data, combined with the changes related to the new NHS , made it challenging for Census management to set informed financial targets for Census This vulnerability elevates the risk that regional management may have a diminished incentive to control NRFU costs for collections activities.

The quality of information contained in these reports can be enhanced by identifying and explaining financial variances so that management can monitor actual performance against planned results and adjust its course as needed.

Training and directives with regard to cost control and the use of MIS reports identified roles and responsibilities but would have benefitted from clearer direction or guidance on the approach to carrying out oversight duties. Planning and monitoring activities were mainly focused on meeting collection targets. Results of audit tests performed demonstrated adherence to the Census Pay Process.

All employees examined in the sample were deemed legitimate; all travel claims examined were pre-approved and signed by individuals with the proper authority; and payments were deposited in the bank accounts of the intended enumerators. Enumerator pay and expense claims were batched and approved by individuals holding authority under Sections 34 and 33 of the FAA. However, in most cases, there was no evidence of any analysis or enquiries regarding accuracy and reasonableness of batches, as required for Section 34 sign-off.

Consequently, individuals approving payments under Section 33 did not always have sufficient evidence that procedures required under Section 34 had been performed. The Census is the largest, most complex and publicly visible program at Statistics Canada. It is a collaborative initiative involving both the national program and regional operations.

Collection activities are carried out over a very short period of time. A significant change occurred for the Census; enumerator pay was based on an hourly rate, rather than on piece rate and timekeeping became an important element and was integrated to FMS. While Statistics Canada has an adequately designed control framework in place surrounding expenses processed through FMS , opportunities exist to strengthen controls over NRFU costs. Audit procedures did not reveal any instances of fraudulent activity, malfeasance, or misappropriation of funds.

The conduct of this engagement conforms with the Internal Auditing Standards for the Government of Canada, as supported by the results of the Quality Assurance and Improvement Program. It is different from other surveys, in that every household in Canada is legally required to complete the Census form; therefore, it attains higher level of coverage and accuracy than voluntary surveys.

All remaining questions that were previously asked in the long form census were included in a new voluntary survey, the National Household Survey. Changes to the Census questionnaire and the introduction of the National Household Survey also introduced changes to the sample decision that resulted in a significant increase in the number of dwellings receiving the Census and the National Household Survey questionnaires. In addition to initial funding received for the Census of Population, Statistics Canada received additional funding that was intended to be used for three purposes:.

Statistics Canada hired approximately 30, enumerators under the Statistics Act to conduct field collection operations for the Census and NHS. There are distinct and inherent challenges to managing the NRFU activities of approximately 30, enumerators operating in every part of the country. This system was developed mainly to address the communication problems encountered in , but also to include other features to support collection work in the field.

Timekeeping became an important element and was integrated to FMS. Field staff used FMS to report their productivity on a daily basis, and to enter their hours worked and expense claims. The reviews covered mostly IT controls imbedded within the FMS system as part of the overall assessment of internal controls for Census Pay. Results of these reviews revealed a number of significant weaknesses related to FMS ; however no testing had been undertaken to verify whether existing compensatory controls were effective in mitigating these risks or if risks identified for had materialized.

Management plans to address these concerns as part of the planning phase of the Census. Aside from IT controls imbedded within the FMS , other key controls were in place to ensure the reasonableness of enumerator fees, such as reviewing enumerators' performance prior to approving hours and KM s claimed and closely monitoring progress.

Monitoring results and promptly addressing performance issues were also key controls relied upon to ensuring program objectives were met.

Throughout the Census collection period, the FMS also provided a wide range of reports and information, updated daily, and accessible to supervisors and program management for timely decision making. The audit took place after Census collection operations had wound down. It was meant to add value by assessing practices in place during the Census, verify if identified risks had materialized, and identifying potential for improvements as management takes on the planning phase for the Census.

The objectives of this audit were to provide assurance to the Chief Statistician and Statistics Canada's Departmental Audit Committee on:. The audit focussed on mechanisms in place to ensure the reasonableness of enumerator fees. This included compliance to procedures described in Form E Finance Office Manual , as well as the quality of financial planning, monitoring and reporting practices critical to sound program financial management and reports produced for high-level program decision making.

Two regions were selected for the conduct of this audit: the Eastern and Western regions. These two regions offered the most national coverage for the Census collection process. Two site-visits were conducted during the execution of the audit.

Regional headquarters are located in Montreal and Edmonton, and were the focus of this audit. The audit work consisted of an examination of documents, interviews with key Senior Management and personnel of Statistics Canada, including the Collection and Regional Services Branch CRSB , as well as former employees hired under the Statistics Canada Act , a review of the processes and procedures outlined in policies, various guidelines and regional manuals, and substantive testing based on a judgemental sample of transactions.

Objective No. The absence of historical data related to the way enumerators were paid, combined with the changes related to the new NHS , made it challenging for Census management to set informed financial targets for Census A sound management control framework should be in place to effectively manage Census operations and related risks.

Review and monitoring of enumerator performance, deemed a key control, should be conducted on a daily basis and poor performers should be dealt with in a timely fashion. Ongoing reviews, analysis, and reports of financial results versus established budgets should occur to ensure performances of the regional operations are managed appropriately, and communicated to relevant stakeholders for program decision-making.

Roles, responsibilities and accountabilities for risk management were clearly defined at the Census Project Team CPT management level. Risks identified covered most applicable types of risks and considered both internal and external sources of risks.

Identified risks and associated mitigation strategies were formally captured in the RMS. Each risk was categorized according to its probability and impact, and a risk register was developed for all high impact risks faced by the program.

Specific options and mitigation strategies were developed, discussed, approved and formally documented in advance by the Census project team. For each identified risk, the following information was documented: risk owner, date risk was identified, category internal or external , probability, impact, affected activities element and projects, escalated to which activity element responsible manager , timeframe, detailed description of the risk, impact assessment, mitigation plan and file attachment for contingency plans.

A closing response was also provided at the end of the Census. The audit revealed that financial risks resulting from significant changes in the Census pay structure were not included in the RMS. However, these risks were identified by FOP and regional operations staff, and were documented as part of planning documents and analysis.

Examples of risks documented by the program or mentioned by regional staff during interviews included: the inability to effectively manage costs under hourly pay system; potential for collusion between CL s and enumerators; lack of understanding of the importance of controls in place; and lack of resources responsible for financial administration of the program.

Although efforts were clearly made to assess the impact of the change in payment from piece rate to hourly rate, these risks were not documented in the RMS. Consequently, key financial risks were considered but not included in the formal risk management framework and did not benefit from the thoroughness of the Census RMS , where mitigation strategies would have been developed and communicated to staff, responsibility would have been assigned to a manager, and monitored for effectiveness.

A significant change occurred for the Census; enumerator pay was based on an hourly rate, rather than on piece rate. This change added complexity to financial planning of collection operations due to a lack of historical data. Regions were instructed to carry out field operations and report on program spending, with the understanding that initial financial targets were insufficient and that additional funds would be allocated to complete both Census and NHS collection operations, based on active monitoring of response rates.

At that time, program costs in some regions were exceeding financial targets. Regions were being instructed by CMO to continue collection activities for Census and NHS until a satisfactory response rate across the country was achieved.

Given the daily decision making required to achieve balanced response rates, regional management and the CMO tracked expenditure patterns and costs on a daily basis, but chose not to update the budgets on the same basis. Census management stated that costs were an integral part of the decision making process regarding follow up activities which were managed centrally with CMO , CRSB and Methodology Branch representatives.

Integrating performance targets throughout the reporting process yields better information for planning, forecasting and resource management. It also allows management to monitor actual performance against planned results and adjust its course if needed.

The FMS was developed following the Census to remediate problems related to the field operations in the areas of case distribution and management. They included the creation and management of NRFU assignments, pay entry and management features, access to and management of respondent action requests, access to management information, data capture of visitation records and the capture of collective dwelling information.

The FMS is a web based application that all field personnel could access using their own personal computer and Internet connection. It allowed field staff to have access to lists of dwellings requiring non-response follow-up, notification lists for questionnaires received at the Data Operations Centre, action requests, management information reports, and timely instructions and messages from management.

Field staff also used it to input their productivity and to enter their pay and expense claims, on a daily basis. The majority of reports available in this data warehouse provided information on the progress of operations against set targets. Information on enumeration was entered in FMS , and pre-configured reports were accessible to supervisors and management at NHQ and in the regions through the MIS portal. However, these reports did not present cost items against any set financial targets.

As an example, the Cost by Operation Key Indicator Report KIR provides the total daily and cumulative expenses, including: number hours and KM s incurred on a given day; the associated dollar value; other expenses; and the total amount of all expenses. These amounts are not compared to any target or expectation.

The absence of historical data for remuneration based on an hourly rate precluded them from the benefit of using benchmarks or indicators as a basis to assess productivity. This impaired the ability to determine whether the cumulative amounts shown were within expectations or not, and explanations for budgetary deficits were not documented. Although management reports were reviewed, key reports such as the Actual vs.

CSPM July 2013 updates

American Legal Publishing Corporation provides these documents for informational purposes only. These documents should not be relied upon as the definitive authority for local legislation. Additionally, the formatting and pagination of the posted documents varies from the formatting and pagination of the official copy. The official printed copy of a Code of Ordinances should be consulted prior to any action being taken.

Audit of Census of Population - Field Management System

Originally compiled by G. Line Art and photographs by Clive Wallace, with the exception of photographs on pages 42 and Multi-grade classes and single teacher schools have made it possible for many children in remote rural areas and communities to exercise this right. These classes exist in both developing and developed countries. In coun- tries such as Norway and France, they have worked reasonably well. However, in many developing countries, these classes and schools often lack educational materials, appropriately trained teachers and effective supervision. The teachers rarely receive training in how to deal with them, and are ill-prepared for managing large numbers of pupils, of different ages and levels of learning, that they confront in the classes. If progress is to be made towards Education for All, the challenges of multi-grade classes and single teacher schools must be urgently met. Children in small communities must have access to good quality education.

M9 Personnel

The Census is the largest, the most complex and publicly visible program, which obtains information from the entire population of Canada. In June , a decision was taken by the government to maintain the Census of Population as a basic short-form census. All remaining questions that were previously asked in the long form census were included in a new voluntary survey, the National Household Survey NHS. There are distinct and inherent challenges to managing NRFU activities of approximately 30, enumerators operating in every part of the country, while striving to achieve the desired response rate for both the Census and NHS.

Course and Teacher Ratings (CTRs)

It was emanated out of the realization that the efficiency of the Employment Service depended on well trained officers as well as constant research in to the Labour and Employment Market. The Institute was later expanded in with additional function of publishing career literature and again in with added responsibility of dealing with the matters for promotion of self-employment. NCS has been conceptualized as a comprehensive, multi-pronged, transformational project, which aims to provide a variety of employment-related service. The key success factors of NCS initiative revolve around strengthening the existing employment exchange ecosystem with an ICT enabled platform www. The NCS portal was launched by Hon'ble Prime Minister Shree Narendra Modi on 20th July with an aim to connect the opportunities with the aspirations of youth by providing job matching services in a highly transparent and user-friendly manner. These facilities along with career counselling content will be delivered by the portal through multiple channels like career centres, mobile devices, CSCs, etc.

2020 MS4 general permit

New Board Approved Job Titles. Area Director - Elementary Education. Area Director- Federal Programs. Area Director- Secondary Education. Area Director- Support Services.

A Handbook for teachers of multi-grade classes: improving performance at the primary level

Online Apply. Result of Interview conducted on Recruitment for the post of Junior Research Fellow on purely temporary basis in National.

Chapter 127

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DBB 3.0 Design Development (DD)

For reference only: Expired - MS4 general permit wq-strmk. Existing MS4 permittees will have days April 15, to complete and submit the permit application forms. If MPCA staff determine the application is complete, the application will go on public notice for 30 days. Once the MS4 permittee has addressed any applicable public comments or hearing requests, the MPCA will make a final determination and issue coverage under the new permit. The MS4 permittee has 12 months from the date coverage is extended to meet the new permit requirements.

Out of an abundance of concern for the health and safety of our staff and clients, we have advised our valued staff members who are not feeling well, to stay home, get tested and ensure that they are healthy before returning to work. We realize that this may cause the following:. Our team is working diligently to provide the level of exceptional service you have come to expect from our agency.