Traduction de «national manager » (Anglais → Français) :

(Return tabled) Question No. 488 Mr. Charlie Angus: With respect to the third-party management (TPM) of First Nations by Aboriginal Affairs and Northern Development Canada (AANDC) over the last 12 years: (a) how many First Nations reserves have been operating under co-management or TPM, (i) for how long, (ii) which reserves have been so designated; (b) for each of the reserves under co-management or TPM, (i) who acts as their third-party manager, (ii) under what authority have they been placed under TPM, (iii) on what date did each c ...[+++]o-management or third-party management agreement come into force, (iv) what was the amount of debt they held at the time, (v) what debt repayment plan was put into effect for each, (vi) what was the debt when the co-management or TPM ended, (vii) what is the current amount of outstanding debt held by each band council; (c) what requirements must be met by a band council to get out of TPM, (i) who determines those requirements, (ii) how many bands have met those requirements and when; (d) how many audits has AANDC, or its designated proxies, undertaken with respect to third-party managers and their direction of First Nations bands, (i) on what date were such audits prepared, (ii) by whom, (iii) with respect to the management of which bands, (iv) what were the key findings of each audit, (v) what recommendations were implemented, (vi) has any audit resulted in the termination or non-renewal of the contract between the TPM and AANDC, and, if so, which ones and why, (vii) has any audit warranted a police investigation, and, if so, which ones and what was the outcome; (e) according to each community operating under TPM, (i) what management or other fees were charged, on a monthly and annual basis, (ii) what were the fees charged for, (iii) have any third-party managers received extra commissions, bonuses or any other financial reward for their work, and, if so, when was the money awarded, for what, and to which third party managers, (iv) ...

(Return tabled) Question No. 503 Hon. Carolyn Bennett: With regard to Aboriginal Affairs and Northern Development Canada (AANDC), breaking down each response by individual First Nation: (a) how many First Nations communities were under third-party management in each of the years from 2006 to 2012 inclusive; (b) how long has each of these First Nations been under third-party management; (c) what is the total amount of contribution funding to First Nations by AANDC that has been spent on third-party managers in each of the years from ...[+++]2006 to 2012 inclusive; (d) what is the total level of debt for each First Nation under third-party management in each of the years from 2006 to 2012 inclusive; and (e) what specific measures has the government taken to support capacity development and re-establish sustainable program and service delivery in First Nations that are under third-party management?

(Return tabled) Question No. 182 Ms. Chris Charlton: With respect to mental health support in prisons and other detention facilities operated by Correctional Services Canada (CSC): (a) what progress has been made since 2004 in the implementation of the CSC Mental Health Strategy; (b) what plans are in place for the operation of the Community Mental Health and Institutional Mental Health initiatives over the next five years; (c) what plans are in place to act on the recommendations in the 2008-2009 Annual Report of the Office of the Correctional Investigator; (d) what is the total amount of funds allocated to all types of mental health support by CSC for the upcoming fiscal year, broken down by program type; (e) what percentage of overal ...[+++]l CSC funds are allocated to mental health support for the upcoming fiscal year; (f) what percentage of overall CSC funds are allocated to security, risk management and control for the upcoming fiscal year; (g) how many offenders have access to intermediate mental healthcare units in the region in which they are incarcerated; (h) what processes are in place to review the effectiveness of existing mental health programs and identify gaps in services; (i) what recommendations have arisen from such reviews in the last two years; (j) what progress has been made in conducting an independent review of long-term segregation cases; (k) what progress has been made in the creation of a measurable set of performance indicators to evaluate CSC’s response to offender mental health concerns; (l) what guidelines does CSC provide to operational staff on the use of segregation placements with offenders who have mental health concerns; (m) what progress has the National Population Management Committee made in reviewing specific cases of the use of lengthy periods in segregation and treatment alternatives for offenders with mental health concerns; (n) what progress has been made on the creation of a national strategy for managing chronic se ...

The European Parliament, which has long called for an increased convergence of national supervisory practices and improvement of existing crisis management arrangements in the EU, therefore welcomes both ECOFIN Council Conclusions, and shares the view that a consistency between the evolution of going concern supervisory arrangements, both at national and cross-border levels, and that of crisis management/ financial stability arrangements is needed. Having regard to the two ECOFIN Council Conclusions, and to the still-unfolding financi ...[+++]al crisis whose speed and pace has taken by surprise many market participants and supervisors, having regard to the threats the crisis still poses to the EU financial markets and to its spill-over into the EU economy, what does the Presidency consider as appropriate steps to be undertaken in this area in order to better respond to the challenges of globally integrated markets and to preserve the soundness and stability of the EU financial markets?

Finally, a word on the parliamentary monitoring of the CFSP, which, as is well-known, is performed at two levels: the European level, which is overseen by the European Parliament, which deals with the prevention and civilian management of crises, and the national level, which deals with military crisis management. This type of monitoring is carried out by national parliaments.

10. Design and management weaknesses of Leonardo I: The reduction in the number of objectives and measures under Leonardo II is welcome. Equally sensible is the shift from centralised to decentralised management of expenditure: management at national level is plainly more user-friendly and more sensitive to regional and national particularities.