|
In the spring of 2000, the President of
the Treasury Board tabled in Parliament the document "Results for
Canadians: A Management Framework for
the Government of Canada". This document sets a clear agenda for improving and
modernising management practices in federal departments and agencies.
Four key management commitments form the
basis for this vision of how the Government will deliver their services and
benefits to Canadians in the new millennium. In this vision, departments and
agencies recognise that they exist to serve Canadians and that a
"citizen focus" shapes all activities, programs and services. This vision
commits the Government of Canada to manage its business by the highest public
service values. Responsible spending means spending wisely on the things that
matter to Canadians. And finally, this vision sets a clear focus on
results - the impact and effects of programs.
Departmental performance reports play a
key role in the cycle of planning, monitoring, evaluating, and reporting results
to Parliament and citizens on behalf of ministers. Departments and agencies are
encouraged to prepare their reports following principles for effective
performance reporting (provided in the Guide to Preparing the 2003
Departmental Performance Report:
http://www.tbs-sct.gc.ca/rma/dpr/02-03/guidance/gl-ld_e.asp).
Based on these principles, an effective report provides a coherent and balanced
picture of performance that is brief and to the point. It focuses on outcomes -
benefits to Canadians and Canadian society - and describes the
contribution the organisation has made toward those outcomes. It sets the
department's performance in context, associates performance with earlier commitments,
explains any changes, and discusses risks and challenges faced by the
organisation in delivering on these commitments. Achievements realised in
partnership with other governmental and non-governmental organisations are also
discussed. Supporting the need for responsible spending, it links resources to
results. Finally, the report is credible because it substantiates the
performance information with appropriate methodologies and relevant data.
In performance reports, departments and
agencies strive to respond to the ongoing and evolving information needs of
parliamentarians and Canadians. The input of parliamentarians and other readers
can do much to improve these reports over time. The reader is encouraged to
assess the performance reports of organisations according to the established
principles, and provide comments to departments and agencies to help them
improve in their next planning and reporting cycle.
This report
is accessible from the Treasury Board of Canada Secretariat Internet site:
http://www.tbs-sct.gc.ca/rma/dpr/dpre.asp
Comments or
questions can be directed to:
Results-based
Management Directorate
Treasury
Board of Canada Secretariat
L'Esplanade
Laurier
Ottawa,
Ontario K1A OR5
OR at: rma-mrr@tbs-sct.gc.ca
|
