Resume - Sajid Pervaiz Fazal June 2012

Sajid Pervaiz FazalResume / Curriculum Vita

Personal information

Mr Sajid Pervaiz FazalFlat 3, 95 Walm LaneWilesden GreenLondon NW2 4QGUnited Kingdom.Telephone: 07548842741 e-mail: [email protected] Twitter: SajidPFazal Linkedin: sajid-pervaiz fazal

Age: Not submitted.

Salary: GBP £28 per hour, Pay As You Go. Basic Rate. However, I am open to any deals put forward, so lets negotiate.

Nationality: British Muslim Pakistani.Driving License UK: Clean License Over 20 years.

Passport: British Passport.Issuu account: SajidPervaizFazal

Profile

My mission, is to inspire and develop my personal career, and employers goals, by setting professional standards to drive and deliver excellence, including profitable growth. The vision I set, I plan to define my own future career, and employers aspirations, by broadening and diversifying my skills across various areas, to enable employer to make most effective use of my skills, and resources, to drive profits and streamline services. With the extensive experience in my career, I am commercial and public astute, with ability to manage budgets with turnover in excess of £2 million, and net figure of £1.2m against various revenue funding streams, i.e. Sales, Grants, PFI, Capital, and Bonds. In my academic achievements, i have been equipped with vital skill, and experience, required to make that professional Analytical Decision on the job, in my future career pursuits in the industry. An outline of my academic achievements, I successfully graduated, and was awarded BA - (Bachelor of Arts degree) in Business and European Politics, in addition to this, i also hold various types of commercial business and finance diploma's. The skills and experience i have acquired are formidable, and can easily be transferable to various range of profession, in addition to this, my skills and experience can also be transferred to roles on every side of the continent.

Education

Start Date: 00/09/1995. End Date: 00/06/2000.

University of Derby, Derbyshire, UK.

BA (Bachelor of Arts Degree Graduate), Business and European Politics (CAMS). 3.0 - Third Class Degree.

School of: Business, Strategic Management, Strategic Analysis, International Business/Trade/Commerce, Operational Management, Project Management, European Politics, Economics, etc. (Specialized degree, similar to MBA and American Harvard!).

Contact at University of Derby, School of Business: Mr Simon Hickey

Graduated BA Bachelor of Arts degree in Business and European Politics (CAMS).

Note, Please note, i had to repeat study, because i was

hospitalized.

Start Date: 01/07/2006. End Date: 00/00/1987 - 1993.

School and Colleges, Birmingham, UK.

- Business & Finance - Advance BTECH National Diploma. Brooklyn College, Birmingham, UK.- Business & Finance - Intermediate BTECH National Diploma. CTC College, Birmingham, UK.- C.p.v.e. (Certificate Prevocational Vocational Education) Certificate - Business and Finance, Basic Foundations. Sutton Coldfield College, Birmingham, UK.- Jaffary Secondary School, Erdington, Birmingham, UK.

DistinctionDistinction/MeritsDistinction

Update to follow on request

School of: Business, Economics, Politics and Finance.

Level: (A-Level (Advance BTECH National Diploma), O-Level (BTECH Intermediate Diploma, GNVQ. Please note, syllabus structured here, is similar to American Diploma, & Harvard).

Previous Job

Start Date: 01/07/2006. End Date:

Unemployed. (Government JSA Benefit Financial Support). Neasden, London, UK.

. Actively searching work until further notice/update.


Assistant Finance Manager - (ESCC Corporate). East Sussex County Council BN7 1SF, UK. (Finance Manager Sandra Brierley & Assistant Sarah Gobey). t: 01273 481000). Hays Accountancy Recruitment Agency: BN1 2RE, UK. e: Abigail Nunn e: [email protected] t: 01273 207641. (Local Government - Full Time Contract 9 months maternity cover).

. Regular Review Revenue, Capital, PFI, and Grant Costs and Controls in Place. Review Month End and Year End Actual spend and Rolling Projection and Commentary. Make certain Month, and Year End accounts, Audit Guidelines and Procedures are followed. Prepare and Monitor Month End and Year End Purchase Orders and invoices. Closure of M/E & Y/E GL. Promptly resolve Audit queries.

© Sajid Pervaiz Fazal 2006-2012. All Rights Reserved. Draft Copy Jobs24 Performa Modified.

http://www.issuu.com/SajidPervaizFazal

http://uk.linkedin.com/pub/sajid-pervaiz-fazal/3b/15/8b4

http://www.twitter.com/SajidPFazal

mailto:[email protected]


Interim Principal Accountant - (Consolidation Accountancy Team). Corporate Finance - London Borough of Hackney Council. - (Head of Corporate Finance, Micheal Honeysett) - London, UK. Select Accountancy Recruitment Agency: Abbey House Berkshire RG7 4SA, UK. (Tamsin Devas e: [email protected] & Penny Brunton e: [email protected] t: 0845 450 5051 www.selectaccountancy.co.uk(Local Government - Full Time Contract /Temp 5-9 Months, & reviewed).

Managing Monthly Reconciliation and Consolidation. Monitor & Review Month End Budget, Variance & Commentary. Preparation of Closure of Year-End Account Figures, and Paperwork. Review Monthly and Yearly inter-department recharges. Review compliance procedures Closure of accounts. Journal Adjustments in Year and Year End.


Accountant - (Corporate Consolidation Accountancy Team).London Borough of Westminster Council, London SW1E 6QP, UK - (David Cookson). Reed Accountancy Specialist (Tara Cuthbert).(Local Government - Full Time Contract /Temp 3-6 Months, & reviewed).

Financial Planning - Review Revenue and Capital Spending Plans. Liaise with External Audit on closing issues. Ensure agency and grant claims are completed. * Effective management of staff where allocated. Completion of government returns such as RO, CO, and RA Forms within deadlines. Prepare Year-End Report (All). Contract re-lets, BVPIs monitoring and reporting etc. * Prepare monthly reports, CMB, Chief Executive’s DMT & Cabinet members as appropriate.


Revenue & Capital Project Account - (Chief Executive Finance Department). London Borough of Lambeth Council. Finance Director time of Appointment via Mr Rob Leak, (later moved on). Badenoch & Clark Recruitment Agency, Hammersmith ! branch London, UK. Other Contact names, Martin Crump, (Chief Executive Accountancy Group Manager), Mohaammed Khan and Jacky (Chief and Assistant Internal Auditor), Simon Morioka. (ICT and e-Procurement Project Manager)(Local Government - Full Time Contract /Temp - Reviewed after 2 Weeks & Months).

Assist with preparation of department revenue and capital cash limits. Month end and year end Consolidation and Reconciliation. Prepare and review departments commentary associated with cash limits. Arrange and review purchase order and invoices. Review and Reconcile Suspense account against department queries. Arrange and review month end, and year end financial and associated commentary reports, review of budgets, accruals, rolling forecast, actual spend and variances. Manage, reconcile and consolidation of employees/ employers remuneration actual spend and rolling estimates, against payroll records. Timely preparation of grant claim, return & audit file. Manage audit work across departments. Prepare and Manage SMB/MTFS month end reports.

Skills

Project Management: (Local Government, PFI, Finance, ICT & e-Procurement, & Construction, and Budget and Resources).

IT: (Familiar with Mac OS X (preferred choice), Open Office, Oracle, SAP, QuickBooks, MS Office, Windows, iPhone, Blackberry Phone, Social Networking I.e Twitter, Flickr, Linkedin, Facebook).

Accounting: (Budget Setting, Budget Monitoring, Consolidation, Reconciliation, Variance Analysis Trend WriteUp, Audit, General Ledger, T Accounts).

Competency: (To Lead, Delegate, Listen, Understand, Make Constructive Decisions, Awareness, Motivate to spur other into action).

Financial: (Balance Sheet, Cash Flow Statement (intermediate), Prepare Notes to Account, Consolidation, Reconciliation, Closure of Accounts).

Member of Team: (The quality of the workload & performance is oriented in and around the team, as well around my personal development program). Both, interpersonal including Networking skills are formidable, ability to interact with individuals from diverse field of profession, these qualities are second to none.

Management: (Investment in People development, Coordinate workflow).

Politics: (Awareness of Legal Procedures & Laws).

Knowledge: (Aware of Guidelines, Procedures, and Policy & Theory of practice).

Prioritize: (Series of actions are performed on the degree of importance, risk and dependency attached to workflow).

Interests Outside working hours, I am fond reader of newspapers, and journals, it enables me to be conscious of everything, that's happening around the world. Also, the demands in my personal life, and in my career, I am enthusiastic sport person, it keeps me peak, and competitive at the game. I also, try to actively engage in political affairs of this country, i try to lobby my opinions, and voicing in my opinion the interest of the nation, and the world, at the National, Europe and International elections.

Job location requested Europe - America - Canada - United Kingdom - Eastern Asia - African countries.

Job types Contract, Full-Time, Part-Time, Permanent, Fixed Term Contract, Temporary, Trainee.

Positions requested Project Manager, Assistant Manager, e-Procurement, Management Accountant, Budget Accountant, G20 Administrator.

Other I try not to pass up great opportunity, so, i welcome the challenge, and the opportunity to take up voluntary work. In addition to this, i'm not reluctant to relocate to other parts of the continent, i.e. Europe, Asia, North America, South America, and African mainlands. Please note, i am Part Qualified CIMA - (Chartered Institute of Management Accountants), year 2005-06.


.

At Glance - Sajid Pervaiz Fazal Understanding, Issues facing Project Managers & Local Government.

Essence of local government project oversights is down to the following area;

1) Not addressing potential risks associated with future operating costs, and usability.

2) Trying to deliver too much in short space of time.

3) Failure to leave little or none slack in time, cost, and resources management.

4) Failure to implement authorised approved changes.

5) Failure to subdividing activity in to much smaller independent processes.

6) Failure to setup project agreement setting out clear and concise detail outline of the scope of the ICT project activity.

7) No clear documented description how project will start and end, inadequate resources, unrealistic deadlines, insufficient Planning, breakdown in communication, changes to goals and resources, and poor attitude among the project team.

8) Failure not able to effectively manage and deal with communication management relationship with key clients, priorities are not addressed and readdressed throughout the life of a project.

9) failure to account and consider any dependencies on project activities.

10) Failure to setup and arrange workshops and meetings with everyone engaged in the project delivery, for everyone to conceptualise and assimilate the improvement plan in the change transition period.

11) Failure in the transition change over period, priorities have overlooked how existing and new systems maintenance are split and synchronised, this lead to delays, cost overruns and diminish the quality of the end product.

12) Failure to notice new window opportunities to further enhance and improve service delivery, basically down to naïve vigilance of new policies, funding streams, and resource pool.

13) Failure to pay to meticulous attention to volatile market forces that can cause the estimates to sway either way.

14) Quality falls below the specified specification due to poor oversights in setting the priorities due to perpetual changing priorities, and conflicting demands, this has significant implication on the reputation of the local government, in ever watchful eyes of its partners including the community, businesses, central government and other external bodies.

15) failure to report and monitor staff cost. 16) Failures are due to cost overruns due to outsourcing expertises is another common problem, different teams are working on the same activities but on separate process, failure o take into account how to synchronise the two parts of the activities when completed.

17) Failure to update the master plan with approved changes.

18) Failure to have preventive measures in place to deal with risk, a risk model look up table to measure the likely impact, carrying out monitoring of project activities once every month to assess the progress.

19) Failure to carryout rigorous system testing to assess the robustness and the performance. 20) Failure to address and delivery key policy outcomes at local government level.

21) Failure to account for all partners interest in the deliver.

22) Failure to effectively manage joint partnership and collaboration with stakeholders and the with wider community.

23) Failure to deal with audit commission queries adequately and promptly, to alleviate mounting costs on backlogs of claims waiting certification.

24) Failure to show financial probity of the project and method of Costing, for example what aspects of the project will subsidy be expected to finance i.e. salary, accommodation, building repairs, etc.. which currency format will funds be made available (euro, sterling, or dollar,) and how will funds flow to the milestone of the project.

25) Failure to calculate estimates in sterling and then converted into corresponding currency.

26) Failure to take into account of inflation increase in original estimates where projects are running over no. of years.

27) Failure for specific back accounts to be set-up to complete fund transfers.


28) Liberate resources, failure to address how will funding facilitate the release of revenue resources and generate supplementary savings or efficiencies.

29) Failure to address grant under spend in the year, can this be harnessed elsewhere within Capital and Revenue expenditure or match fund to another programme.

30) Failure to address will grant over spends be matched by extra funding.

31) Failure to carryout effective planning, and control measures at budget setting process, in-year monitoring, and closure of year end accounts.

32) Failure to address the useful life of an asset, will funding increase or preserve the value of the asset on the open market, enhance or increase the life expectance of an asset.

33) Failure to address correct VAT and capital cost accounting treatment under PFI contract

34) Capping enforced by central government for setting council tax too high.

35) Failure to bring together all strategy plans.

36) Failure to address, will subsidy promote political, economic social, and environment prosperity to the region, how will this generate into savings 000 over the years.

37) Failure to capitalise on the current wave across the country with BSF programme.

38) Housing fails to address will disposal of assets lead to loss of rental income.

39) Housing fails to investment the income and cash flow savings, instead it operates on surplus income whilst investment opportunity is being lossed .

40) Housing fails to have portfolio investment plans at hand for quick referencing

41) Housing benefit, failure to monitor rents through housing benefits payments system, opportunity to maximize income could be lossed.

42) Failure to make prompt arrangements for raising and payment of invoices.

43) Failure to send out early reminders to debtors.

44) Poor procedures for the recovery of arrears.

45) Failure to have insurance cover for loss of income, or forgetting all together to make that claim.

46) Failure to have in place rigorous management and financial checklist sign offs at each period, to amplify transparency, accountability, integrity and financial probity.

47) Failure to have correct provision for bad debt in place, and failure to calculate this correctly.

48) Failure to address are there sufficient cash balances held to cover immediate liabilities.

49) Failure to address pension crisis and take immediately appropriate action.

50) Failure to capitalize saving through recruitment of new staff due to poor contract arrangements between local government and the vendor.

51) Grant claims failed to meet the deadline, lead to loss of income, bottleneck of backlog of full claims waiting for audit clearance, payments cannot be released until then.

52) Poorly prepared grant claims supporting working papers mounting costs on audit fees.

53) Failure to carryout rigorous in house keeping throughout the year leading up to closure councils accounts.

54) Insurance payouts another major concern affecting local government, far too many people are placing claims through for personal injury due to poorly managed or repaired council assets.

55) Failure to control public sector borrowing.

56) Address delivery of future capital projects on time require PFI & PPP involvement to mitigate risk on public sector and to be able to control public sector borrowing requirement, reduce the tax burden which normally rise from this. Also bridge range of resources and skills possessed by the private sector into the public sector.

57) Pension fund is another major problem at local government level, failure to address the danger early on.


58) Failure to deliver customer focus service.

59) Failure to deliver efficiency gains as outlined in HM Treasury report.

60) Fraud 'costing UK £20bn a year' – “The biggest losses - some £6.4 billion a year - are borne by the public sector”.

61) Benefit fraud cost taxpayer £2.7bn “Fraud and error in benefits payments cost the taxpayer £2.7 billion last year, the official Whitehall spending watchdog has disclosed”.

62) Rise in sickies 'costs £13bn' - The business organisation surveyed 400 private firms and public sector organisations and found that employers believed about 12% of absence involved staff pulling a sickie at a cost to the economy of £1.6 billion.

63) £940m in benefits overpaid - “Some £940 million in benefits were overpaid last year, according to official figures. The largest proportion - £400 million - was due to civil servant error, while fraud accounted for £310 million. “

64) Education - pupils are still being taught in poorly performing schools further work still need to be done.

65) Social Services – services for the care of the elderly and vulnerable is transferred from health authority to local government, funding for these services still remain with the NHS, with current changes and cut back in the NHS local authority are left with unfunded services and loss of shared premises for the care of the elderly and vulnerable. This has already threatens the a deterioration in quality of life for carers and users. It can be argued it is unlikely social services will be able to delivery the efficiency gains when resources are hard pressed.

66) Failure to improve CPA rating.

67) Unable to deliver balance budget spend.

68) Lack of efficiency awareness.

69) Failure to replenish reserves to adequate levels.

70) Failure of investment, results for G.C.S.E is below the national league table.

71) Failure to address and put into practice Health and Safety guidelines at the work place.

72) Failure to put in place effective staff development plan for the team.

73) Failure to practice equal opportunity at the work place.

74) Failure to proportion risks on key policy deliveries.

75) Poor management of council assets. Abstract from The National Asset Register 2007: The National Asset Register (NAR) demands: “Local authorities are required in their annual accounts to disclose information on their assets”. This should also recorded “Transfers, acquisitions or disposals of assets” resulting from any changes to local government asset register.

76) Senior officials failure to deal with pressing issues at work place.

77) Local government are still using and relying on advice from their “trusted” source, this places local government at serious risk, its like placing all eggs in one basket, decisions from even “trusted practitioners” can at times be under or over stated and not properly justified. Appointing a “new” independent body as alternative options is not being fully being explored, independent body is more likely to identify flaws and risk that even trusted source fails to notice or pickup on. (Further detail is available on request at the interview).


Evidence - Previous Jobs Official Letters, Emails and Details. Sajid Pervaiz Fazal whereabout.

ESCC Corporate Resources- Transport & Environment Division Ms Sandra Brierley,County Hall St Anne's Crescent Lewes East Sussex BN7 1SF Telephone: 01273 481000

SAJID PERVAIZ <[email protected]>[email protected], May 12, 2008 at 12:10 PMsubjectHays Accountancy - East Sussex council FW: Assignment confirmation from Abigail at Haysmailed-byhotmail.comhide details May 12 Reply

From: [email protected]: [email protected]: Assignment confirmation from Abigail at HaysDate: Wed, 24 May 2006 13:54:47 +0100

<<Doc2.doc>> Hello Saj Please find enclosed your assignment confirmation for East Sussex County Council, a hard copy of this has gone in the post today together with some timesheets.Good luck! Regards Abigail T: 01273 207641 ******************************************************************************This message (including any attachments) is confidential and may be legallyprivileged. If you are not the intended recipient, you should not disclose,copy or use any part of it - please delete all copies immediately and notifythe Hays Specialist Recruitment Helpdesk at [email protected].

Any information, statements or opinions contained in this message (includingany attachments) are given by the author. They are not given on behalf ofHays unless subsequently confirmed by an individual other than the author whois duly authorised to represent Hays.

Should you wish to opt out of receiving further information about our servicesplease write to our Customer Helpline, Hays Specialist Recruitment Limited,2nd Floor, Ebury Gate, 23 Lower Belgrave Street, London, SW1W 0NT. To update your contact details or relevant information, please contact the sender.

A member of the Hays Plc group of companies. Hays Plc is registered inEngland and Wales, number 2150950. Registered office, 141 Moorgate, LondonEngland, EC2M 6TX.******************************************************************************

from SAJID PERVAIZ <[email protected]>[email protected], May 12, 2008 at 12:08 PMsubjectHays Accountancy - East sussex : Interview Confirmationmailed-byhotmail.comhide details May 12Reply

From: [email protected]: [email protected]: RE: Interview ConfirmationDate: Mon, 15 May 2006 17:53:53 +0100


Having a bad day in my typing ability, please note that the date for interview is this Friday 19th May 2006 Thanks Abigail -----Original Message----- From: Nunn, Abigail Sent: 15 May 2006 17:47 To: '[email protected]' Subject: RE: Interview Confirmation sorry forgot spec << File: Assistant Finanace Manager (Capital and Grants) JD - Feb 05.doc >> Good luck Abigail -----Original Message----- From: Nunn, Abigail Sent: 15 May 2006 17:43 To: '[email protected]' Cc: Croydon, HPBS Subject: Interview Confirmation

Dear Sajid

I am delighted to inform you that I have organised an interview at ESCC Corporate Resources- Transport & Environment Division on Friday 19th May 2006 at 2:30pm.

The interview will be conducted by Ms Sandra Brierley, Finance Manager (reporting Manager) and Sarah Gobey, Finance Manager (different team) at the address below.

Corporate Resources Department County Hall St Anne's Crescent Lewes East Sussex BN7 1SF Telephone: 01273 481000

ESCC Corporate Resources- Transport & Environment Division Ms Sandra Brierley,County Hall St Anne's Crescent Lewes East Sussex BN7 1SF Telephone: 01273 481000.

SAJID PERVAIZ <[email protected]>[email protected], May 12, 2008 at 12:10 PMsubjectHays Accountancy - East Sussex council FW: Assignment confirmation from Abigail at Haysmailed-byhotmail.comhide details May 12 Reply

Base Office: 1st Floor, 33 West Street, Brighton, BN1 2RETel: 01273 207641 Fax: 01273 329902 Email: [email protected]

PRIVATE & CONFIDENTIAL

Mr S Fazal109 Harvest RoadQueens ParkLondonNW6 6HA

24th May 2006

Our Ref: TTA100/270206

ASSIGNMENT CONFIRMATION

Job Title Assistant Finance Manager

Start Date Monday 5th June 2006 at 10:00am


Anticipated Duration 9 months (maternity cover)

Report To Finance Manager - Sandra Brierley

From: [email protected]: [email protected]: Assignment confirmation from Abigail at HaysDate: Wed, 24 May 2006 13:54:47 +0100

<<Doc2.doc>> Hello Saj

Please find enclosed your assignment confirmation for East Sussex County Council, a hard copy of this has gone in the post today together with some timesheets.

Good luck!

Regards Abigail T: 01273 207641 ******************************************************************************This message (including any attachments) is confidential and may be legallyprivileged. If you are not the intended recipient, you should not disclose,copy or use any part of it - please delete all copies immediately and notifythe Hays Specialist Recruitment Helpdesk at [email protected].

Any information, statements or opinions contained in this message (includingany attachments) are given by the author. They are not given on behalf ofHays unless subsequently confirmed by an individual other than the author whois duly authorised to represent Hays.

Should you wish to opt out of receiving further information about our servicesplease write to our Customer Helpline, Hays Specialist Recruitment Limited,2nd Floor, Ebury Gate, 23 Lower Belgrave Street, London, SW1W 0NT. To update your contact details or relevant information, please contact the sender.

A member of the Hays Plc group of companies. Hays Plc is registered inEngland and Wales, number 2150950. Registered office, 141 Moorgate, LondonEngland, EC2M 6TX.******************************************************************************

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Select AccountancyAbbey House1650 Arlington Business ParkThealeReadingBerkshireRG7 4SA

SAJID PERVAIZ <[email protected]>to

[email protected]

dateMon, May 12, 2008 at 12:04 PM

subject

Hackney Council - FW: Introduction packmailed-byhotmail.com

hide details May 12

Reply

Subject: FW: Introduction packDate: Thu, 2 Feb 2006 13:02:41 +0000From: [email protected]: [email protected]

From: Penny Brunton Sent: 02 February 2006 13:00 To: Tamsin Devas Subject: FW: Introduction packRegards, Penny Brunton Select Accountancy Limited T: 0845 450 5051 F: 0845 450 5052E: [email protected] W: www.selectaccountancy.co.uk

DISCLAIMER:This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. Any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the company. The recipient should check this email and any attachments for the presence of viruses. The company accepts no liability for any damage caused by any virus transmitted by this email.

From: Penny Brunton Sent: 02 February 2006 12:50 To: '[email protected]' Subject: FW: Introduction packDear Sajid,

Please can you advise me when you receive this.

Regards, Penny Brunton Select Accountancy Limited T: 0845 450 5051 F: 0845 450 5052E: [email protected] W: www.selectaccountancy.co.uk


From: Penny Brunton Sent: 01 February 2006 14:37 To: '[email protected]' Subject: Introduction pack

Dear Sajid,


Please find attached the forms which you will have to print off, sign, then return to the address below.I have sent you 2 copies of the Declaration form,2 copies of the Health and Saftey2 copies of the Terms of Engagement (TOE), print both copies off, keep one for yourself and post the other back to me. The remainders are all to be printed off, read and signed accordingly and posted back to the relevant person/department. The last attachment is an Intro Pack which you must read and keep. The address to send the forms back is; Select AccountancyAbbey House1650 Arlington Business ParkThealeReadingBerkshireRG7 4SA Should you have any questions, please give us a call. Regards, Penny Brunton Select Accountancy Limited T: 0845 450 5051 F: 0845 450 5052E: [email protected] W: www.selectaccountancy.co.uk







Documents

Resume - Sajid Pervaiz Fazal June 2012