加拿大政府结构.
China-Canada Cooperation in Agriculture
政府结构
• 外交部:
– 总体管理加拿大的对外关系 – 通过驻外高级专员公署，大使馆，领事和贸易 办公室代表加拿大 – 在贸易谈判中起核心作用 – 主导加拿大与国际组织的关系 • 根据需要由其他部门提供支持 – 主导加拿大在国际上有关行动，如禁止地雷， 国际法庭等
5
China-Canada Cooperation in Agriculture
政府结构
• 两院制议会:
– 众议院
• 议员由全加的各个选区选出 • 共308席（代表选区),一个空缺 • 众议院议长：由众议员选举产生
– 参议院
• • • • 由当时的政府任命 任期至自动辞职或75岁 105席，3席现空缺 参院议长由参议员选举产生
30
China-Canada Cooperation in Agriculture
政府结构
• 农业和农业食品部:
– 加拿大谷物委员会
• 对谷物，油菜籽和其他特别作物进行分类，分级和制定分级标准 • 对西部的谷物初级加工商，和全国的转运，加工和出口口岸颁发许可 证 • 仲裁谷物级别的争端 • 制定自己和谷物初级加工的收费标准 • 批准可以使用的谷物和油菜籽品种 • 为出口谷物提供最终认证
政府结构
• 副总理：
– 由总理挑选帮助总理执行其职责 – 由总督正式任命 – 非政治性 – 一般从高级政府管理人员中产生 – 一般每4-6年更换一次 – 一般会转任某个部长 – 不是内阁成员
12
China-Canada Cooperation in Agriculture
政府管理结构
总督
(非政治性的) (政治性的)
政府结构
• 内阁成员的职责 • 农业和农业食品领域:
– – – – – – – 农业和农业食品部 食品检验署 加拿大谷物委员会 农产品营销委员会 加拿大奶业委员会 加拿大农业信贷机构 审议庭 – 包括一个内阁部长负责的所有事务 – 包括这位部长负责的政府的部和所有的机构
21
China-Canada Cooperation in Agriculture
6
China-Canada Cooperation in Agriculture
政府结构
• 议会:
– 参众两院都可以提出立法议案，但
• 参议院不能进行有关授权筹集或使用资金的立法
– 所有的法案（立法建议)必须通过参众两院的各 三次投票
• 如果参议院大幅度地修改一个法案，众议院必须对 此法案重新进行考虑
副部长
(任命的)
(职业公务员 “EX-执行级”)
高级管理者
-助理副部长 - 司长 - 处长
(根据能力和竞争任 命)
(有很多类别和级别， 有工会组织)
官员和职员
(根据能力和竞争任 命)
14
China-Canada Cooperation in Agriculture
农业和农业食品部职责结构
农业和农业食品部长 农业和农业食品部职责
China-Canada Cooperation in Agriculture
政府结构
• 本届的内阁委员会
– 运行 – 国库部
• 费用审查
– – – – – –
国内事务 全球事务 美国－加拿大 安全，公共卫生和紧急事件 土著人事务 可持续发展和环境
20
China-Canada Cooperation in Agriculture
• 几乎所有的立法都规定部长在本领域中的职责，如 农业与农业食品部长
– 负责部内及与其与汇报关系的其他部门的所有 业务 – 责任范围由立法规定或由总理授权
9
China-Canada Cooperation in Agriculture
政府结构
• 国务部长:
– 由总理推选 – 通常是众议院议员 – 委任给一个部长的部分职责 – 通常立法中并没有象对部长那样规定这类职位 – 与一位部长共同工作，但也向总理负责 – 由相关部负责向其提供支持
(任命的)
Prime Minister
(选举产生的)
(一般是议员)
内阁
(由总理提名)
(政治性的)
农业和农业食品部 部长
(选举产生的)
(非政治性的)
农业和农业食品部 副部长
China-Canada Cooperation in Agriculture
(选举产生的)
13
加拿大公务员体系结构
(“DM-副部长级”)
内阁部长
副部长向枢秘院秘书报告
副部长
副部长为内阁部长服务
非政治性的
18
China-Canada Cooperation in Agriculture
政府结构
• 内阁:
– 由总理负责 – 由内阁所有部长和参议院的政府领导人组成 – 内阁有多个委员会
• 内阁结构和运行由总理决定
– 与中国的国务院相似
19
– 众院各委员会
• 现有23个委员会，和许多分委员会
7
China-Canada Cooperation in Agriculture
政府结构
• 议会:
– 主要的人物:
• 政府领导人: 总理 • 内阁成员 • 正式反对党领导人：众议院中拥有席位数居第二位 的政党的领导人（现在是加拿大保守党) • 其他政党的领导人
加拿大政府结构
加拿大农业行政和管理培训 第二次培训 2005年11月21 - 25日 中加小农户适应全球市场项目
China-Canada Cooperation in Agriculture
1
政府结构
• 目标:
– 概述加拿大政府的组织结构 – 介绍议会，内阁和有关领域分工的职责范围 – 概述中央政府部门 – 介绍各部 – 跨越多部职能的问题的处理方式:
4
China-Canada Cooperation in Agriculture
政府结构
• 加拿大：两院议会民主体制 • 国家元首：总督Michaelle Jean阁下
– 英女王在加拿大的代表 – 由本届政府总理提名女王批准 – 官方称呼，总督
• 总理：Paul Martin 保罗.马丁阁下
– – – – – 由政党选择 赢得加拿大某一个选区 在大选后由总督任命组成政府 通常是在议会占有最多席位的政党的领袖 为政府首脑
政府结构
• 农业和农业食品领域:
– 加拿大农业和农业食品部
• • • • • • • • • • 制定本部政策，参与整个领域的政策制定 管理与省之间在农业领域的关系 生物研究 国内和国际市场营销 领导农业贸易谈判（在外交部的指导下) 国内计划执行 西部的土地和水开发与管理 在农业与农业食品方面管理与省之间的总体关系 乡村事务秘书处的办公地 合作组织秘书处的办公地
• 乡村 • 生物科技 • 合作组织
2
China-Canada Cooperation in Agriculture
宪法和法律结构
宪法
法律
政策
计划
规定
评估和审议
3
China-Canada Cooperation in Agriculture
宪法和法律结构
宪法
法律
信 息 流
政策
信 息 流
计划
规定
评估和审议
– 魁北克集团（Gilles Duceppe) – 新民主党(Jack Layton)
8
China-Canada Cooperation in Agriculture
政府结构
• 内阁部长:
– 由总理推荐，总督批准 – 通常是选举产生的众议院议员 – 包括参议院的政府领导人 – 负责总理要求的或立法中规定的立法
32
China-Canada Cooperation in Agriculture
政府结构
• 农业和农业食品领域
– 加拿大奶业委员会
• 负责管理联邦、省政府和牛奶产业间达成的通过供 应管理销售牛奶的协定 • 制定脱脂奶粉和黄油的加拿大国内支持价格 • 支持加拿大牛奶产业的进一步发展
总理、部长和副部长之间的关系ห้องสมุดไป่ตู้
总理
枢密院秘书
(最高级公务员，直接为总理服务)
内阁部长
副部长向枢秘院秘书报告
副部长
副部长为内阁部长服务
17
China-Canada Cooperation in Agriculture
总理、各部长和副部长之间的关系
总理
政治性的
枢密院秘书 (最高级公务员，直接为总理服务)
10
China-Canada Cooperation in Agriculture
政府结构
• 议会秘书
– 由总理选择，向一个内阁部长提供支持 – 通常是众议院议员 – 总理和部长可以委任其具体和笼统的职责 – 不是内阁成员
11
China-Canada Cooperation in Agriculture
27
China-Canada Cooperation in Agriculture
政府结构
• 农业和农业食品领域:
– 农业和农业食品部 – 食品检验署 – 加拿大谷物委员会 – 全国农产品委员会 – 加拿大奶业委员会 – 加拿大农业信贷机构 – 审议庭
28
China-Canada Cooperation in Agriculture
31
China-Canada Cooperation in Agriculture
政府结构
• 农业和农业食品领域:
– 全国农产品委员会
• 监督四个全国性的营销机构（供应管理)
加拿大政府结构
Produced by the Portfolio Affairs Office Department of Canadian Heritage April 2002Reprinted and updated February 2009 www.pch.gc.caCatalogue No.: CH4-136/2008E-PDF ISBN 978-1-100-11529-0T ABLE OF C ONTENTS Introduction (1)1. What’s Different about Public Institutions (2)2.The Concept of the Crown (3)3.The Concept of the Portfolio (5)4.Types of Government Organizations (7)Departments (7)Departmental agencies and other organizations (7)Crown corporations (7)Arm’s-length principle (8)5.Planning, Budgeting and Accountability Regime (9)Part I – The Government Expenditure Plan (9)Part II – The Main Estimates (9)Part III – Departmental Expenditure Plans (9)(a) Crown corporations (10)(i) Corporate Plans, Capital and Operating Budgets (10)(ii) Annual Reports (11)(b) Departments and other organizations (11)(i) Reports on Plans and Priorities (11)(ii) Performance Reports (11)(iii) Annual Reports (11)6.Trends in Governance (14)Audit committees (15)Governance committees (15)Training (15)A Final Word (16)L IST OF G RAPHICS AND R ESOURCESThe Canadian Government (3)Three Branches of Government (4)Canadian Heritage Portfolio (6)Canadian Heritage Portfolio Relationship to Minister (8)Planning, Reporting and Budgeting Cycle (12)Key Reporting Requirements for Organizations (13)Who Does What? Roles of the Corporate Governance Team (14)Useful Information Sources.........................................................................17-18 Websites.. (19)I NTRODUCTIONWelcome to the Canadian Heritage Portfolio. This Portfolio, comprised of the Department of Canadian Heritage and nineteen organizations, is one of the largest inthe Government of Canada.It includes nine Crown corporations, five departmental agencies and an administrative tribunal whose activities are closely related to those of the Department. These organizations are active in the field of heritage (national museums, Library and Archives Canada, National Battlefields Commission and Canadian Cultural Property Export Review Board), the arts (Canada Council for the Arts and National Arts Centre), audiovisual (Canadian Broadcasting Corporation, National Film Board, Telefilm and CRTC) and women’s participation (Status of Women Canada). The Portfolio also includes four organizations active in human resources (Public Service Commission, Public Service Labour Relations Board,Public Service Staffing Tribunal and Public Servants Disclosure Protection Tribunal).In addition to their specific mandates, the Portfolio organizations play a key role in assisting the government in achieving its public policy goals and priorities. Sincethey involve a variety of governance structures (Crown corporations, agencies, board, administrative tribunals and so on), they maintain different relationships withthe government and enjoy varied degrees of autonomy that can vary widely. In many cases, one of the main challenges for new board members is understanding thefederal machinery, and the status that determines the relationship between the organization they represent and the government.The Portfolio Affairs Office of the Department of Canadian Heritage has developedthis handbook for new appointees to the boards of organizations that report to Parliament through the Minister of Canadian Heritage. It is intended as a verygeneral overview of the role and responsibilities of board members in these public institutions, which differ somewhat from private-sector corporations or not-for-profit corporations. The staff of the institution to which you have been appointedwill brief you on the specifics of its mandate and operations. If necessary, they will refer you to resources and training you may require in order to perform your duties effectively. This document, however, should help you in placing your mandate and those operations within the bigger picture of the functioning of the Government of Canada.11.W HAT’S D IFFERENT ABOUTP UBLIC I NSTITUTIONS?The main difference between the role of a director or trustee of a governmentorganization and that same role in a private sector corporation, whether for profit or not, is that a public-sector board has multiple levels of accountability. The activities and decisions of public organizations are constantly brought to the attention ofCanadians.The measure of success for a for-profit corporation is whether or not it makes money and for this it is accountable to the shareholders.The measure of success for a not-for-profit corporation is whether or not it meets the objectives set out in its articles of incorporation, for which it is accountable to itsmembers.For a government body, meeting the mandate established in its governing legislation is only one piece of the puzzle. Because public institutions are ultimatelyaccountable to the citizens, through their responsible Minister and Parliament, the activities in which public institutions engage must also meet the objectives andpriorities of the government as a whole. These objectives and priorities can be found in numerous pieces of legislation, such as the Financial Administration Act or the Official Languages Act, and in over-arching policy statements like the Speech from the Throne.Government bodies must conform to the planning, accountability and budgetingprocesses of government methods, as directed by the Treasury Board Secretariat and the Department of Finance. They must also be submitted to public oversightby parliamentary committees and the Auditor General, among others. Theserequirements with respect to sound management, accountability and transparency are a unique feature of governance in public institutions. Anyone without previous government experience may find it difficult to grasp their importance in maintaining public trust in federal institutions.There are good sources of information for a better understanding of the expectations and requirements relating to the governance of federal organizations. Under item“Useful Information Sources”, you will find a booklet prepared by the CrownCorporations Directorate of the Department of Finance and Treasury BoardSecretariat, entitled Directors of Crown Corporations: An Introductory Guide toTheir Role and Responsibilities.22.T HE C ONCEPT OF THE C ROWNThe most basic building block in our system of government is the concept of the Crown.Canada is a constitutional monarchy, a federation and a democracy. Our model of government was adopted from the British parliamentary system, which evolved from the medieval state, where the monarch held all power, to the current form, where the monarch’s power is exercised, with rare exceptions, only in accordance with the will of Parliament as expressed in laws that have received Royal Assent. Both federal and provincial legislatures follow the Westminster model, which means that there are two sources of law in Canada: federal and provincial legislatures.THE CANADIAN GOVERNMENTFEDERAL GOVERNMENTPROVINCIALGOVERNMENTLieutenantGovernorJudiciaryLegislativeAssemblyMunicipalitiesPremierBoardsCommissionsMinistriesAgenciesBoardsCommissionsPublic HospitalsUniversities3The responsibility for governing at the federal level is shared by the legislative,executive and judicial branches. Technically, all three powers flow from the Crown.Queen Elizabeth II is our Head of State. In Canada, she is represented federally by the Governor General and provincially by Lieutenant Governors, and she delegates her powers, now largely ceremonial, to those representatives.The legislative branch of government consists of the Queen and the two houses of Parliament: the House of Commons and the Senate.The executive branch comprises the Prime Minister, the Queen’s Privy Council for Canada (the Cabinet) and the Public Service. The Prime Minister and Cabinetpropose policy and bills, and the Public Service implements them in an unbiasedfashion.The judicial branch is the court system, culminating in the Supreme Court.THREE BRANCHES OF GOVERNMENTLegislative JudicialThe Crown(Queen, GovernorGeneral and LieutenantGovernors)Legislature –House of Commonsand SenateGovernment PartyThe Judiciary– CabinetThe Public ServiceFollowing an election, the Governor General invites the leader of the party having won the most seats in the House of Commons to form a government. Thisgovernment serves until the next election or until it loses the confidence of theHouse. Under the Westminster model, a government must be representative andresponsible (i.e. the Members of Parliament are elected by citizens and areresponsible to Parliament for their actions).Each Cabinet minister is given responsibility for a department and may holdadditional responsibilities for a range of agencies, boards, commissions and Crown corporations, called the “Portfolio”. Traditionally, ministers are accountable and/or answerable to Parliament for the actions carried out by the bodies reporting to them.It is the tradition of ministerial accountability that forms the link between citizens and government institutions.4As a board member of a government organization, therefore, you are part ofthe federal service, responsible for carrying out the citizens’ will as expressed in legislation and government policies, and answerable to Parliament through the Minister for the manner in which the public is served by the body you direct. Therefore, in the event of a change in governing party, your role as board member would remain unchanged.3.T HE C ONCEPT OF THE P ORTFOLIOIn addition to the department they head, most ministers are given responsibility for other government bodies that usually share a particular orientation. The cluster of bodies reporting to the Minister, or through a Minister to Parliament, is called a Portfolio.The Canadian Heritage Portfolio consists of the Department, nine Crown corporations and ten other organizations (see organization chart on page 6). As oneof the largest Portfolio’s in the federal government, it is essential that the responsible Minister provide leadership by ensuring policy coordination within and among all Portfolio members and communicate regularly with the organizations. The Ministeris often assisted in his duties by other Minister(s) and/or Minister(s) of State with responsibility for specific sectors (such as Status of Women and Sport). These filescan vary from one administration to another.In recent years, the notion of “portfolio management” has become an increasingly important feature of how government operates. Its principal aim is to bring greater coherence to the government’s role in a particular sphere of activity through betterco-ordination between departments and organizations with similar missions toensure that the Portfolio as a whole is responsive to the government’s strategic directions. The government also expects Crown corporations and other organizations within the Portfolio to work together and pool their efforts in order to adopt more strategic measures in relation to government priorities, and to maximize resources.The Minister’s role in the Portfolio is to establish the strategic policy frameworks, priorities and broad objectives within which Portfolio members carry out their activities. The Canadian Heritage Deputy Minister provides independent advice tothe Minister. The Minister and the Deputy Minister are supported by the Portfolio Affairs Office, which acts as a “single window” to enable a more strategic and cohesive approach to portfolio management with respect to policy, planning, accountability, allocation of financial resources, coordination with the central agencies, appointments, governance and communications.It should be noted that portfolio management does not alter the nature of the relationship between the Minister and the individual organization. Its primary purpose is to maximize efforts to achieve government objectives, while respectingthe autonomy of portfolio members. The organization’s enabling legislation, the Financial Administration Act and, where applicable, orders in council define the framework in which the organization interacts with the Minister and the government. However, at the working level, meetings take place among the heads of organizations and other levels of staff to ensure that the government’s priorities, and those of the Minister, are well understood, and to encourage the exchange of information and co-operative efforts.5CANADIAN HERITAGE PORTFOLIOPublic ServiceCommissionPARLIAMENT Public Service LabourRelations Board Public Service Staffing Tribunal Minister of Canadian Heritage and Official LanguagesPublic Servants Disclosure Protection TribunalCRTCDepartment ofCanadian HeritageCanada Councilfor the ArtsNational Battlefields CommissionCanada Science & Technology Museum CorporationNational Film Board of Canada Canadian Broadcasting CorporationStatus of WomenCanada Canadian Museum for Human RightsLibrary and ArchivesCanadaCanadian Museum of Civilization Corporation Canadian Museumof Nature National Arts CentreCorporationNational Galleryof CanadaTelefilm Canada64.T YPES OF G OVERNMENT O RGANIZATIONSParliament exercises the general power of the federal government through its authority to legislate. Powers are assigned in legislation in three general ways:to ministers individually, to the Governor General in Council, and to the headsand boards of “arm’s-length” entities (in the latter case, the degree of autonomyvaries considerably). This delegation defines the scope of the authority that an entity can exercise, and its obligations and responsibilities to Parliament and to Canadians. The Canadian Heritage Portfolio contains all of the various accountability models.Departments operate under the control and direction of a minister, and withinthe fiscal framework established under Schedules I and I.1 of the Financial Administration Act. The Treasury Board is the employer of public servants whowork in departments (with the exception of National Defence and the RCMP), and establishes job classifications, rates of pay and other terms of employment.Departmental agencies and other organizations, such as administrativetribunals, boards and special operating agencies, operate largely within the same fiscal and human resources framework as departments, but have more autonomy in their decision-making, either because of the specialized skills involved in their work,or because they perform regulatory functions which must remain free of political influence. In general, such organizations are created by legislation that sets out their mandate, authorities and organizational structure. Some are “separate employers”, meaning that they establish their own job classifications and rates of pay. Some agencies are structured on a corporate model in which decision-making powers are vested in a board or commission.Crown corporations are government-owned companies. Most of them operate in an industrial, commercial or financial environment, and therefore require greater flexibility in financial and management matters than other types of government bodies. There are also some government activities that have been assigned to Crown corporations because of the specificity of their mandate and the sensitive nature ofthe decisions they must make. Crown corporation status gives them maximum decision-making autonomy within government.Some Crown corporations operate under a special section of the Financial Administration Act (Part X), and are typically separate employers. The national museums operate under Part X.Other Crown corporations are not subject to Part X of the Financial AdministrationAct (with the exception of sections 131 to 148 and 154.01, which relate among other things to their obligations with respect to financial management and financial controls). They operate under special acts or schedules. In the Canadian Heritage Portfolio these include the Canadian Broadcasting Corporation, the National Arts Centre, the Canada Council for the Arts and Telefilm Canada.7The Boards of Directors of Crown corporations oversee the management of thebusinesses, activities and affairs of the corporations, and are vested with theirown authority to control and spend public monies, within the frameworkestablished by the law. As a result of their statutory authorities and the role oftheir boards, the Minister does not intervene in the day-to-day operations ofCrown corporations.Arm’s-length principleThe nature of your organization determines its autonomy (arm’s-length) togovernment and the responsibility to Parliament of the members of your board. Inother words, the greater your organization’s autonomy and the less subject it is todirection and control by the Minister and central agencies, the greater itsresponsibility and thus the importance attached to the principles of good governance, accountability and transparency.The “length of the arm” corresponds roughly to the schedule of the FinancialAdministration Act that applies. The higher the number, the greater the autonomy.Departments are Schedule I. Departmental agencies like Status of Women, theNational Film Board and Library and Archives Canada are Schedule I.1. CanadianHeritage Portfolio Crown corporations are Part I, Schedule III. It should be noted,however, that this general principle does not apply to the Public ServiceCommission and to administrative tribunals, which, given their role or their quasi-judicial function, require a higher degree of autonomy.CANADIAN HERITAGE PORTFOLIORELATIONSHIP TO MINISTERMinister ☞Least Arm’s-Length Most Arm’s-Length85.P LANNING,B UDGETING ANDA CCOUNTABILITY R EGIMEA large part of the work of board members of governmental bodies involves overseeing and reporting on the activities carried out by the body in furtherance ofits mandate, and in particular, for the expenditure of funds appropriated by Parliament to carry out its purposes. Much of the work involves being accountablefor the manner in which the organization has discharged its mandate in serving the interests of Canadians.In recent years, the government’s planning, budgeting and accountability regime has become much more results-oriented. In the past, the tendency was more to assess the level of activity (outputs) of organizations. These days, the government and Canadians increasingly expect organizations to demonstrate concrete results fromthe expenditure of public funds. They must also show how the results contribute to achieving the public policy objectives expressed in their mandate, and to thepriorities and objectives of the government.There is a fixed cycle to the federal government’s planning and accountability process, which is closely linked to the budget cycle. Many of the boards’ meetingsare scheduled specifically to deal with the documents that must be submitted to the Treasury Board Secretariat or to Parliament at fixed times during the year. All must submit budget information for the Main Estimates, which collectively represent allthe expenditures Parliament is asked to approve for the coming year. The timing ofthe Main Estimates documents is determined by the Financial Administration Act, which requires that the detailed expenditure plans of the government be tabled annually before the end of February.Each year, the government prepares Estimates in support of its request to Parliamentfor authority to spend public monies. This request is formalized through the tablingof appropriation bills in Parliament. The Estimates, which are tabled in the House of Commons by the President of the Treasury Board, for the responsible Ministers, consist of three parts:Part I – The Government Expenditure PlanPart II – The Main Estimates – Parts I and II of the Estimates are tabledconcurrently on or before March 1st.Part III – Departmental Expenditure Plans, which are divided intotwo components:Reports on Planning and Priorities (RPP) and DepartmentalPerformance Reports (DPR) are prepared by each department andorganization, except Crown corporations. More information aboutthese reports will be found on page 11.9While all government organizations must conform to the planning, budgeting andaccountability regime, the requirements differ somewhat between Crowncorporations, departments and others.a) Crown corporationsPart X of the Financial Administration Act and its associated regulations requirethat Crown corporations submit the following documents annually, in the mannerand form prescribed by the Act: a Corporate Plan, an Annual Report, and Capitaland Operating budgets. The national museums are subject to this requirement.The four Portfolio corporations exempt from Part X of the Financial Administration Act (with the exception of sections 131 to 148 and 154.01) are required by their own Acts to submit Annual Reports to Parliament. However, most of them have agreed to prepare Corporate Plans, which they submit annually to the Minister and toTreasury Board. Summaries of these plans are usually tabled in Parliament.(i) Corporate Plans, Capital and Operating BudgetsIn the best of worlds, Corporate Plans should not be regarded only as paperexercises undertaken to meet legislative requirements. They remain one of the key vehicles by which the Board of Directors carries out some of its most basic responsibilities: establish the strategic directions for a corporation, in accordance with its mandate and the government’s priorities, and assess the performance of management. The Plans and the Capital and Operating Budgets, should alsodrive all business planning, budgeting and performance assessment within the organization.It is important to remember that Corporate Plans, and Capital and OperatingBudgets, constitute a “contract” with the government – a promise by thecorporation to further its mandate and government priorities, by carrying outcertain activities, expending funds, and accomplishing specific results. In return, the government provides the corporations with resources (in the case ofappropriation-dependent organizations), and allows them greater autonomythan it does other public organizations.Since Corporate Plans are submitted through the appropriate ministers forapproval or information to Treasury Board, they are secret documents, andshould be treated as such. Their secret status allows corporations to provideforthright information to ministers. However, Summaries of Corporate Plans are tabled in Parliament (Senate and House of Commons) once sensitive orconfidential business information is removed. They thus constitute a “contract”with the Canadian population and are an important communications tool for the corporation.10(ii) Annual ReportsLike Corporate Plans, Annual Reports have multiple functions and audiences.They “close the accountability loop”. They inform Cabinet, Parliament and thepublic on the extent to which corporations have met the objectives and targetsestablished in their Corporate Plans, and provide clear explanationswhere performance has fallen short of, or exceeded, what was anticipated. Thereports are also used by corporations as public relations tools, particularlywhen seeking funds and donations.In recognition of the importance of Annual Reports, and of the need to improvethese documents, the Auditor General of Canada has created the “Award ofExcellence in Annual Reporting”. It is provided to Crown corporations whoseannual reports are the best examples of accountability documents. Details of thejudging framework and past winners can be found on the Auditor General’swebsite, at www.oag-bvg.gc.ca.(b) Departments and other organizations(i) Reports on Plans and PrioritiesEach spring, Departments and other organizations are required to prepare aReport on Plans and Priorities which the Minister submits to the TreasuryBoard. These reports, which cover a three-year horizon, are strategicworking documents that outline the main priorities and describe how theorganization’s resources will be allocated in order to achieve specific goals.These reports are tabled in Parliament by the President of the TreasuryBoard (usually in March).(ii) Performance ReportsEach fall, Departments and other organizations are required to prepare aPerformance Report which the Minister then submits to the Treasury Board.These reports outline the results and achievements against the commitments,and targets that were established in the Reports on Plans and Priorities.These reports are tabled in Parliament by the President of the TreasuryBoard (usually in October).(iii) Annual ReportsSome organizations are also required to submit an annual report toParliament. The content varies with the nature of the organization and therequirements set out in its enabling legislation. Such reports generallyinclude a review of the organization’s operation activities during the periodin question.11PLANNING, REPORTING AND ACCOUNTABILITY CYCLEWINTER(Due Date: February)• Budget• Main Estimates (Part 1 & II)• Corporate Plan* • Capital andOperating BudgetsF A L L(D u e D a t e : O c t o b e r )• Departmental Performance Reports• Departmental Reports on Plans and Priorities • Corporate Plan Summaries(Due Date: March)SPRING• Annual Reports • Public Accounts(Due Date: depending on enabling legislation)SUMMERDepartments and other organizations Crown corporations (due date may vary) * Applicable depending on the status of the corporationApplicable to allWhere there is a Board of Directors, reports are presented to Parliament in the name of the board, so each member takes personal responsibility for the contents. As previously mentioned, it is the responsible Minister who tables these reports in Parliament and therefore it is beneficial when organizations work in collaboration with the Department, through the Portfolio Affairs Office, in developing these reports.In addition to the reports mentioned above, there are a number of other statutes that require annual reports to Parliament or to other branches of government. Among these are reports to the Treasury Board and the Department of Canadian Heritage on various aspects of the Official Languages Act ; to the Information Commissioner of Canada and the Privacy Commissioner of Canada on the processing of requests made under the Access to Information Act and the Privacy Act ; to the Minister of Labour on the recruitment, advancement and retention of women, visible minorities, Aboriginal people and persons with disabilities under the Employment Equity Act , and a variety of other government-wide legislation.12The applicable statutes vary from organization to organization. A list of reports that concern you can be provided by your respective organization. Although not all of these reports require approval by the Board of Directors, it is important to be aware of them.KEY REPORTING REQUIREMENTS FOR PORTFOLIO ORGANIZATIONSM a i n E s t i m a t e sR e p o r t o n P l a n s & P r i o r i t i e s (R P P ) C o r p o r a t e P l a nO p e r a t i n g & C a p i t a l P l a n sC o r p o r a t e P l a n S u m m a r yA n n u a l R e p o r tD e p a r t m e n t a l P e r f o r m a n c e (D P R ) A n n u a l R e f e r e n c e L e v e l U p d a t e (A R L U ) S u p p l e m e n t a r yE s t i m a t e s (A ) S u p p l e m e n t a r y E s t i m a t e s (B )WinterSpring SummerFallCanada Council for the Arts Canada Science & Technology Museum Canadian BroadcastingCorporation * Canadian Museum for Human Rights Canadian Museum of Civilization Canadian Museum of NatureNational Arts Centre National Gallery of CanadaC r o w n c o r p o r a t i o nTelefilm Canada Library and Archives CanadaNational Battlefields Commission National Film Board of Canada Status of Women Canada G o v e r n m e n t A g e n c yCanadian Radio-television and Telecommunications CommissionPublic Servants DisclosureProtection Tribunal Public Service Commission Public Service Labour Relations Board Public Service Staffing Tribunal I n d e p e n d e n t b o d y Canadian Cultural Property Export Review Board* The Canadian Broadcasting Corporation is required to submit a Corporate Plan for information purposes as well as a Corporate Plan Summary for tabling in Parliament.13。
加拿大的政治体制和社会制度研究
加拿大的政治体制和社会制度研究加拿大是一个民主、自治、联邦制的国家，其政治体制和社会制度因为其多元文化的特点而显得复杂和多样化，令人不得不加以研究。
政治体制加拿大采用的是议会制度，由联邦政府和10个省政府组成。
联邦政府（Canada government）分为三个分支：行政、立法和司法。
行政机构由总理和内阁组成。
总理是由国会议员选举产生的，由党派议会支持和建议选任内阁，内阁是总理选择的部长组成的。
这三个分支之间有权力的互相制约和平衡，实现了政治体制的稳定运行。
加拿大采用的是联邦制度，联邦政府和省政府在政治、经济、文化等领域都保持着一定的自治权。
联邦政府的事务涉及国家总体性问题，如国防、外交、移民等。
而省政府则承担地方性问题，如教育、医疗、社会福利等。
由于每个省的历史、文化、经济和人口等因素不同，因此各省之间的政治、经济、文化等差异也非常明显。
社会制度加拿大是一个多元文化的国家，其社会制度和生活方式也受到不同文化的影响。
加拿大是个福利国家，对病故、失业、老人、贫困和残疾人等方面都提供着社会保障。
而且，加拿大的医疗系统也是出了名的好，每个公民都可以享受到优质的医疗服务。
加拿大是一个民主国家，尊重言论自由和个人隐私，法律也保障公民的基本人权和自由。
此外，加拿大的教育也是著名的，经常在国际排名大赛中名列前茅。
加拿大有极高的教育水平，尤其是在艺术、文化、科学技术等领域。
同时，加拿大的社会各个阶层的关系也非常和谐，因为加拿大的历史和地理的原因产生的多民族、多文化的大熔炉，所以民族关系非常重要，这也使得加拿大的社会价值观强调多元化、包容性，人们习惯尊重多元文化。
结论加拿大的政治体制和社会制度在不断地发展和完善。
加拿大作为一个多元文化的国家，需要在政治、经济、文化、社会等方面不断进行改革，以适应国内外的新形势和新挑战，同时也需要在不断吸取国外发达民主国家的有益经验的前提下，建设一个更加繁荣、和谐和富有活力的社会和政治体制。
《加拿大》教案：了解加拿大的政治制度
《加拿大》教案：了解加拿大的政治制度一、教学目标1. 让学生了解加拿大的政治制度的基本构成。
2. 使学生理解加拿大政治制度的特点和运作方式。
3. 培养学生对加拿大政治制度的兴趣和认识。
二、教学内容1. 加拿大政治制度的构成：介绍加拿大的联邦制、君主立宪制、议会制和多党制等基本政治制度构成要素。
2. 加拿大政治制度的运作：解析加拿大政府如何通过立法、司法和行政等手段实现国家治理。
3. 加拿大政治制度的特点：探讨加拿大政治制度的民主性、包容性、多元性和灵活性等特点。
三、教学方法1. 讲座法：由教师对加拿大政治制度的基本概念和运作方式进行讲解。
2. 案例分析法：通过分析具体的加拿大政治案例，使学生更好地理解加拿大政治制度的实际运作。
3. 小组讨论法：组织学生就加拿大政治制度的特点和运作方式进行小组讨论，促进学生思考和交流。
四、教学评估1. 课堂参与度：观察学生在课堂上的发言和提问情况，评估学生的参与度。
2. 小组讨论报告：评估学生在小组讨论中的表现和提交的小组讨论报告。
3. 课后作业：通过学生完成的课后作业，评估学生对加拿大政治制度的理解程度。
五、教学资源1. 教材：选用相关教材或教辅资料，为学生提供加拿大政治制度的基本知识。
2. 网络资源：利用互联网资源，为学生提供更多关于加拿大政治制度的信息和案例。
3. 视频资料：播放与加拿大政治制度相关的视频资料，帮助学生更直观地了解加拿大政治制度的运作。
六、教学活动1. 引入新课：通过展示加拿大的国旗和国家象征，引发学生对加拿大政治制度的兴趣。
2. 讲座：教师对加拿大政治制度的基本构成进行讲解，包括联邦制、君主立宪制、议会制和多党制等。
3. 案例分析：分析加拿大政府如何通过立法、司法和行政等手段实现国家治理，如加拿大议会的运作、最高法院的判决等。
4. 小组讨论：学生分为小组，就加拿大政治制度的特点和运作方式进行讨论，每个小组选择一个主题进行深入探讨。
5. 总结与反馈：教师对学生的讨论进行点评，总结加拿大政治制度的主要特点和运作方式。
介绍加拿大议会制度和议员
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介绍加拿大议会制度和议员
国会简介
国会是加拿大的最高 立法机构，由参议院 和众议院组成。它拥 有广泛的立法权力， 包括制定和修改法律 、批准国际条约等。 同时，国会还负责监 督行政和司法权力， 确保政府的行为符合 宪法和法律规定
介绍加拿大议ห้องสมุดไป่ตู้制度和议员
参议院简介
参议院是加拿大的上议院，由各 省和地区的议员组成。其主要职 责是审议和修改由众议院提交的 法律草案，并对政府政策进行评 估。参议院的议员通常较为资深 ，对政策的理解和判断能力较强 ，因此在政策制定过程中发挥着 重要作用
介绍加拿大议会制度和议员
众议院简介
众议院是加拿大的下议院，由各 省和地区的直接选举产生的议员 组成。其主要职责是提出和审议 各项法律草案，以及对政府政策 进行监督。众议院的议员更加贴 近选民，因此更加了解选民的需 求和意愿，在政策制定过程中起 着重要的桥梁作用
介绍加拿大议会制度和议员
国会议员职责
介绍加拿大议会制度和议员
议会的影响与未来发展
加拿大的议会制度在国内外都享有很高的声誉。作为一个民主制度，议会为公民提供了参 与政治决策的机会，保障了公民的基本权利。同时，议会制度也为政府提供了监督机制， 确保政府的行为符合法律和宪法规定。这种制度的存在为加拿大的稳定和发展提供了重要 保障
然而，随着社会的发展和变化，议会制度也面临着新的挑战和机遇。在未来的发展中，议 会需要更加注重公民的需求和意愿，更加积极地回应社会各界的关切。同时，议会还需要 加强透明度和问责制度，提高决策的质量和效率
介绍加拿大议会制度和议员
议员的选举与任命
在加拿大，议员是通过选举产生的。参议院和众议院的议员都是通过直接选举产生的。各 省和地区的选民直接投票选举他们的议员，这种选举方式确保了议员与选民之间的紧密联 系 参议院的议员通常由各省和地区的总督任命。总督在任命参议员时，会考虑候选人的 声誉、经验、专业知识和对社区的贡献等因素。参议员任期通常为六年，可以连任
《加拿大》教案：了解加拿大的政治制度
《加拿大》教案：了解加拿大的政治制度一、教学目标1. 让学生了解加拿大的政治制度的基本结构。
2. 使学生理解加拿大政治制度的特点和运作方式。
3. 培养学生对加拿大政治制度的兴趣和认识。
二、教学内容1. 加拿大政治制度的结构：介绍加拿大的立法、行政和司法三个分支的组成和职能。
2. 加拿大政治制度的特点：讲解加拿大政治制度中的民主、多元文化、联邦制等特点。
3. 加拿大政治制度的运作方式：解析加拿大政治制度中的选举制度、政党制度、政府决策等运作方式。
三、教学方法1. 讲授法：讲解加拿大政治制度的结构和特点。
2. 案例分析法：通过分析具体案例，使学生更好地理解加拿大政治制度的运作方式。
3. 小组讨论法：分组讨论加拿大政治制度的特点和运作方式，促进学生之间的交流和思考。
四、教学准备1. 教材或教参：《加拿大政治制度》相关章节。
2. 投影仪或白板：用于展示PPT或板书重点内容。
3. 案例材料：选取相关案例，用于课堂分析和讨论。
五、教学过程1. 导入：简要介绍加拿大的地理位置、历史背景，引出加拿大政治制度的话题。
2. 讲解加拿大政治制度的结构：介绍立法、行政和司法三个分支的组成和职能。
3. 讲解加拿大政治制度的特点：讲解民主、多元文化、联邦制等特点。
4. 分析加拿大政治制度的运作方式：解析选举制度、政党制度、政府决策等运作方式。
5. 课堂讨论：分组讨论加拿大政治制度的特点和运作方式，学生分享自己的观点和见解。
六、教学延伸1. 对比分析：与美国政治制度的对比，让学生了解两国政治制度的异同。
2. 案例研究：选取近年来加拿大政治生活中的热点事件，分析其背后的政治制度原因。
七、教学评估1. 课堂参与度：观察学生在课堂讨论中的表现，评估其对加拿大政治制度的了解和思考。
2. 作业完成情况：评估学生课后作业的质量，了解其对加拿大政治制度的理解程度。
3. 小组讨论报告：评估学生在小组讨论中的表现，了解其团队合作和分析问题的能力。
加拿大政治体制概况
Canadian Political System Introduction：Canada is a constitutional monarchy with a federal system of parliamentary government and strong democratic traditions. Its political system under which modern Canada operates is known as the Westminster system. Since Canada’s political structure is modeled after those of Britain and the United States, it can be described as both a federation like the US and a constitutional monarchy like Britain.Westminster system:The Westminster system is a democratic parliamentary system of government modeled after the politics of the United Kingdom. This term comes from the Palace of Westminster, the seat of the Parliament of the United Kingdom.The essential features of the Westminster system are:The Government is chosen by the democratically elected lower house.The government requires the continuing support of a majority ofmembers of that chamber to stay in office.The head of government is the Prime Minister, who leads a Cabinetwhich is responsible to the lower house.A loyal Opposition exists, led by the leader of the party or parties withthe second largest number of seats in the lower house.A constitutional monarch, if one exists, who is “above politics” andacts on the advice of the prime minister.There is a career public service which impartially serves thegovernment of the day.The armed services are outside of politics and act on the instructions of the government.The rule of law prevails, with an independent judiciary, subject to the Constitution.The Canadian government consists of three parts:ONE: The LegislatureThe Parliament of Canada: the House of Commons and the Senate.●The House of Commons：Each member chosen by a majority of eligible voters in each of the country's federal electoral districts, or ridings, via a plurality voting system. To run for one of the 308 seats in the House of Commons, an individual must be at least 18 years old, and on average, members of the House of Commons are elected for a maximum of five-year term.●The Senate：It is a group of 105 individuals appointed by the governor general on the advice of the prime minister; all those summoned to the Senate by the viceroy must be a minimum of 30 years old, and own property with a net worth of at least $4,000, in addition to owning land worth no less than $4,000 within the province he or she is to represent. Its main function is to accept or reject the suggestion of the House of Commons.●The Prime Minister is often the leader of the majority party in Parliament,and selects the ministers who make up the Cabinet, they exercise executive power as the “Government”, and are responsible only to the House of Commons.TWO: The Executive●The Governor General holds the highest position and is theoretically the source of executive power. In practice, however, the Governor General is only the symbolic executive who can act only on the advice of the Canadian Prime Minister and the Cabinet.Responsibilities:1) To summon the House of Common and the Senate;2）To give Royal Assent to all federal laws passed by the House ;3）To open and end session of Parliament;4）To dissolve Parliament before an election.●The Canadian government is divided into :The federal government: It shares many of the provincial government’s features. Besides, it has a second chamber equivalent to the Canadian Senate.The provincial government: A lieutenant Governor represents the King or Queen in each province; their duties are similar to those of the Governor General.Territorial government: Three territories have their own governments but with less power than those of the province.THREE: The JudiciaryThe courts in Canada are organized in four-level structure.Level 1: The Supreme Court.●It serves as the final court of appeals in Canada.●It hears both civil and criminal appeals from decision of the courts of appeals in all the provinces and territories.●It plays a special role as adviser to the federal government on questions concerning the Constitution and controversial complicated areas of private and public law.Level 2: The Federal Court of Appeal and the various provincial courts of appeals.Level 3: The Federal Court, The Tax Court of Canada, The provincial and the territorial superior courts of general jurisdiction.Level 4: Provincial courts.Political PartiesThere are three main political parties in Canada.●The Liberal Party: The most favored and influential political party in Canada, founded in 1867, and has often over the years held a majority in the Canadian , and at other times still remained a substantial amount of seats.Conservative Party in December 2003. The Reform Party had been the chief political party to oppose the Liberal party for a number of years. In 2006, the party achieved a major victory with the election of its candidate for Prime minister, Stephen Harper.●The New Democratic Party:It is a social democratic party in Canada, founded in 1961, incorporating two other Canadian parties, the Cooperative Commonwealth Federation and the Canadian Labor Congress. The party represents the left-wing position and retains a small number of seats in the House of Commons.Election●Each province：Its own electoral system.The federal Parliament: A national electoral system.Different systems share many similarities as well as differences.●At the time of confederation, the right to vote was severely limited:★Only white men could vote and they had to meet certain property qualifications.★Women were given the right to vote in 1918;★Aboriginal Canada living on reserves in 1960;●Nowadays, citizens aged 18 or older have the right to vote.●Two citizens cannot vote:★The Chief Electoral Officer(总选举事务主任)★The Deputy Chief Electoral Officer(副首席选举事务主任)●Constitutionally, elections must be held every five years.By tradition, they are usually held at approximately four-year intervals.。
加拿大地方政府的行政架构与规划体系——以安大略省为例
加拿大地方政府的行政架构与规划体系——以安大略省为例作者：印晓晴来源：《上海城市规划》 2018年第1期1 概况加拿大位于北美洲（图1），行政区划为10个省（Province）和3个领地（Territory），国土面积约为998万km2，其中水域面积约89万km2。
总人口约3 300万人，其中约90%人口分布于与美国接壤的160 km范围内（图2）。
加拿大有2 000个自治市（Municipality），城镇化率为98%。
2013年，加拿大国内生产总值（GDP）初值为1.89万亿加元，人均5.39万加元，同年安大略省的国内生产总值（GDP）初值为0.70万亿加元，占加拿大总额的36.74%，人均4.64万加元。
首府位于多伦多的安大略省（Ontario）是加拿大经济最发达且最具活力的地区[1]，其陆地面积为89万km2，占全国陆地面积的9%，而全省人口为1 290万人，占全国总人口的39%。
其中乡村农业人口自2001年以来下降了5.40%，为17.90万人，占全省总人口的1.38%（图3）。
2 地方政府加拿大为联邦制国家，下设省和自治市两级行政管理，各级政府独立选举产生。
加拿大的自治市按结构体系分为两类：一类为高层和底层组成的双层结构，所谓高层自治市（UpperTier Municipality），包括郡（County）、地区（Region）、和大都会区（Metropolitan Area）。
所谓底层自治市（Lower Tier Municipality），包括市（City）、镇（Town）、村（Villages）和小镇（Townships）；另一类为单层结构，单层自治市（Single TierMunicipality）的功能与责任是高层自治市和底层自治市的结合（图4）。
安大略省共有444个自治市，占到全国自治市的22%。
其中，高层自治市30个，底层自治市241个，单层自治市173个。
城市密度平均约每2 000 km2一个自治市[3]。
加拿大地方政府的行政架构与规划体系——以安大略省为例
文章编号 1673-8985（2018）01-0109-06 中图分类号 TU981 文献标志码 A
Abstract This article, taking Ontario Province as an example, systematically researches its ‘parallel structure’ administrative framework, including two types of municipality. The relationship between Ontario Province and municipalities changed from the parental relationship to cooperation in the last ten years. The planning system of Canada can be divided as policy type and legality type. Policy planning makes the strategy development policy and considers overall benefits, while legality planning balances and restrains different subjects in the development of space and environment. Based on the in-depth discussion of Canadian administrative structure and its ‘policy and statutory’ planning system of different levels, this article puts forward some suggestions to Chinese administrative framework and planning system.
加拿大自治领的行政机构
加拿大自治领的行政机构“当总督作为宪法的元首时，他就象一个国王。
象他的辉煌时的形象一样，总督的历史是一个稳定的、渐进的而不是勉强的从极度的专政向事实上的无能力的进步。
”-戴姆森虽然1982年宪法法案对加拿大宪法作了非常重要的改变，但它保留了主要的政府结构，而且议会和省立法机关之间的权力划分几乎没有改变。
加拿大的行政机构由两个半虚职和实权机构组成。
国王和他的代表，即总督构成名义上的，而内阁却行使实权。
《英属北美法案》的序言声称：“各省……有权表达他们的愿望，即在联合王国国王的统治下联合起来组成联邦制的自治领，同时制定一部在原则方面类似于联合王国的宪法。
”国王伊丽莎白二世是加拿大的女王。
她是加拿大同大布列颠以及其它英联邦国家联合统一的象征。
但是英王对加拿大行使的类似于英国国王的权能实际上是由总督来行使的。
一些加拿大的特权，诸如荣誉和奖赏的准许权、大使和部长的任命权，均由女王个人行使。
其他的则由她的代表总督来行使。
不恰当地指出另一点，这种特权的行使要根据加拿大政府的提议。
一）总督的任命及其任期1890年前，总督由英国殖民大臣提议，然后由国王任命。
自从1890年以来，虽然没有硬性的程序，但自治领政府开始与有关方面进行协商。
自1926年帝国会议后，总督的任命权由自治领政府行使。
加拿大总理向国王或女王推荐总督，国王不作任何变动地接受。
文森特。
迈锡是被任命这一职务的第一个加拿大人。
总督任期五年，但他也可以通过自治领内阁建议由国王提前罢免，也可以延长大约一年。
关于总督的年龄、民族或阅历，法律没有作规定，其生活待遇，除了与职务相称的各种津贴补助之外，其薪水是每年10000美元。
二）权力总督的权力似乎超越其他部门的权力，但实际上跟英国国王一样，他仅仅是大臣行事的橡皮图章。
戴姆森说过：“总督趋于走他德高望重的前任等几代所走的道路，他实际上不享有权力。
他是一个为了政治的需要而在立法上的残存物，其最高长官的权力逐步转移到其他人手里，然而还保留大量的优势和重要性。
加拿大政治制度
加拿大政治制度加拿大政治制度是一个以议会制为主的民主政治制度。
加拿大政府的权力分为三个层级：联邦政府、省政府和地方政府。
以下是对加拿大政治制度的概述：1. 联邦政府：加拿大联邦政府是由国会制度组成的，国会分为两个议院：下议院（众议院）和上议院（参议院）。
下议院的议员由全国各地的选民选举产生，而上议院的议员则是由总理任命。
联邦政府负责处理国家事务，如国防、外交和宪法事务等。
2. 省政府：加拿大有十个省和三个地区，每个省和地区都有自己的省政府，通过省议会来处理地方事务。
省政府负责地方教育、卫生、交通和经济等事务，享有相对较大的自治权。
3. 地方政府：加拿大的地方政府是在省政府之下的最低一级政府，包括城市、县和乡镇。
地方政府负责处理地方事务，如城市规划、土地管理和基础设施建设等。
4. 选举制度：加拿大的选举制度是多党制，选民通过投票选举议员和政府。
联邦选举和省选举的选举程序是类似的，选民根据选区选举对应的议员。
联邦选举和省选举一般每四年进行一次。
5. 宪法：加拿大的宪法是加拿大的最高法律，规定了政府的权力和限制。
目前加拿大没有单独的宪法文件，宪法通过一系列法律和文件来确立，其中包括1982年通过的加拿大宪法法案。
6. 皇室：加拿大是英国的联邦领地，英国君主是加拿大的国家元首。
君主的角色主要是象征性的，实际上许多权力已经转移到了议会和政府手中。
总的来说，加拿大的政治制度是一个多层次的、民主的政治制度。
联邦政府、省政府和地方政府各司其职，共同参与国家和地方事务的决策和管理。
选举制度保障了选民的权力和选择权。
加拿大的政治制度建立了一套相对稳定和有效的治理机制，为国家的发展和民众的福祉提供了保障。