Resultsbased Management and Accountability Frameworks RMAFs

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Results-based Management and Accountability
Frameworks (RMAFs)
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The Results for CanadiansManagement Framework

• Results for Canadians the management framework
  for the government of Canada is the basis for
  the environment under which Results-based
  Management and Accountability Frameworks (RMAFs)
  exist.
• Results for Canadians is about modernizing
  government in order to respond to Canadians
  changing expectations and priorities. Results
  for Canadians
• provides a coherent framework for management in
  the Government of Canada
• defines the governments management commitments
• describes how the governments management board,
  and departments and agencies, must work together
  to modernize government management practices and
• sets out a clear agenda for change

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The Results for CanadiansManagement Framework
(continued)

• Results for Canadians articulates the Government
  of Canadas commitment to excellence in four
  areas critical to a well-performing public
  sector
• focusing on citizens
• embracing a clear set of public service values
• managing for results
• ensuring responsible spending
• The Results-based Management and Accountability
  Framework is a key tool in implementing these
  values most notably managing for results.

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The Life Cycle Approachto Managing for Results

• Results-based management aims to establish a
  management culture based on ongoing learning, and
  results - more specifically, the life-cycle
  approach to managing for results.
• The life cycle approach to delivering results is
  that it supports
• planning for results that are clearly defined and
  are based on and linked clearly to Government of
  Canada and departmental priorities
• monitoring and measuring results in a way that
  ensures any required adjustments can be made at
  the earliest opportunity
• reporting on results clearly, and linking them to
  the resources required to produce them
• using results information to support strategic
  analysis, priority setting and planning (and so
  beginning the cycle again.)

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The Life Cycle Approach to Managing for Results
Learn Adjust
Monitor, Measure, Evaluate
Report onResults
StrategicAnalysis
Plan forResults
Implement
Analysis of the current environment, past
performance, emerging priorities and significant
risks to achievement of desired results
Developing Strategic and Operational Plans
identify and plan to achieve key results and
mitigate risk
Action taken to achieve results Delivering
Results for Canadians
Ongoing performance measurement and periodic
evaluation to determine progress and allow for
corrective action
Providing integrated Financial and non-financial
information on results and accountability for
internal and external use
Integrated Risk Management
Public Service and organizational values
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Evaluation A Key Link

• The Evaluation Policy and its related Standards
  are clearly implicated in each of the steps in
  the results-based management life cycle model.
• The objective of the Evaluation Policy is To
  ensure government has timely, strategically
  focussed, objective and evidence based
  information on the performance of its policies,
  programs and initiatives to produce better
  results for Canadians.

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Highlights of the Evaluation Policy

• Embeds principles of evaluation into management
  practice (life cycleof programs)
• Evaluation as a facilitator and advocate for
  results-based management
• Broadens scope beyond programs to policies
  initiatives cross-jurisdictions
• Strategic use for evaluation
• Commitment to transparency and management in
  full public view
• Management standards for evaluation not
  prescriptive
• Investment strategy for functional units in
  departments
• Centre of Excellence for Evaluation (CEE) created

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What is a Results-Based Management Culture?

• Management and decision-making that consistently
  employ results information
• A clear and consistent demand for credible
  results information
• Credible public performance reporting that is
  valued by and is useful to Canadians
• Better links between resources and results in
  departmental and central resource-allocation and
  decision-making
• When this ceases to be seen as a special
  initiative and is simply part of the management
  and culture of organisations

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Why do we need an RMAF?

• Broader government commitment on results
  reporting (see Results for Canadians)
• Requirement of the TB Policy on Transfer Payments
• TB Evaluation Policy RMAF when it makes sense
  for management and reporting purposes
• At a departmental and program level, the RMAF
  provides an empirical background to program
  implementation and delivery

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What is an RMAF?

• Blueprint for results-based management
• Provides information on what a policy, program or
  initiative is expected to achieve
• Describes the rationale, resources and
  performance logic
• Presents the measurement, evaluation and
  reporting strategies that will be implemented to
  track progress

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Who should be involved in preparing RMAFs?

• Managers Responsible for the development of the
  RMAF
• Delivery partners / co-deliverers Act as
  collaborators
• Evaluators Provide advice and support
• TBS Early discussion and agreement with TBS on
  RMAF requirements
• Note TBS to provide direction and make final
  decision on type of RMAF to be developed

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Strategic Approach to RMAFs

• RMAF requirements tailored to needs and
  circumstances
• Approach not based on rigid rules
• Program characteristics and information
  requirements determine appropriate type of RMAF
• Note TBS to provide direction and make final
  decision on type of RMAF to be developed
• Guidance document to help choose appropriate type

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What goes into an RMAF?

• All RMAFs have five major sections
• Profile
• Logic Model
• Ongoing Performance Measurement Strategy
• Evaluation Strategy
• Reporting Strategy
• Requirement for each section varies according to
  needs and circumstances
• Adjustments should be made as necessary, to
  ensure that the strategies developed keep
  responding to information needs over time

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Profile

• Describes the policy, program or initiative
• Provides readers with a clear picture of what the
  initiative is intended to achieve and how it will
  do so, and includes
• Origin / Need
• Delivery Approach
• Resources
• Target Populations
• Planned Results
• Final Outcomes
• Governance Structure

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Logic Model

• Depicts the linkages between activities and the
  expected sequence of outcomes over the life of a
  policy, program or initiative
• Building block is the Results Chain

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Results Chain
Area of ControlInternal to the Organization
Area of InfluenceExternal to the Organization
ImmediateOutcomes(Direct)
IntermediateOutcomes(Indirect)
Inputs(Resources)
FINALOUTCOME
Activities
Outputs
External Factors
Efficiency
Effectiveness
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Ongoing Performance Measurement Strategy

• Identifies
• What needs to be measured on an ongoing basis
• How it needs to be measured
• How often it needs to be measured
• What the cost of data collection and analysis
  will be

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Ongoing Performance Measurement Strategy
(continued)

• Provides, for each component of the policy,
  program or initiative identified in the logic
  model, succinct descriptions of the following
  elements
• Main activities (what will be done?)
• Outputs and expected outcomes (what will be
  achieved?)
• Performance indicators (how will we objectively
  know?)
• Data sources (where will we get the information?)
• Timing and frequency (when/how often will
  measurement take place?)
• Methodology (how will we measure and analyze, and
  at what cost?)

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Sample Summary Table Ongoing Performance
Measurement
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Evaluation Strategy

• Sets out a plan for the periodic in-depth look at
  how a policy, program or initiative is doing
• Involves
• three categories of evaluation issues relevance,
  success, and cost-effectiveness
• identifying the key pieces of information to be
  collected to answer the evaluation questions
• developing the data collection plan
• outlining the schedule of major evaluation work
  expected to be undertaken
• identifying the costs associated with the
  evaluation

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Sample Summary Table Evaluation Strategy
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Reporting Strategy, Implementation and Review

• Ensures that plans are in place, and commitments
  are met, to systematically report on the results
  of ongoing performance measurement and evaluation
• Ongoing performance measurement strategy needs to
  be operationalized and monitored by managers
• is it proceeding as intended?
• is it producing useful information?
• Annual performance reports and formative
  evaluation studies provide an opportunity to
  answer these questions

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Other RMAF Developments

• Moving towards shorter and simpler documents
• Alignment of Performance Measurement and
  Evaluation Strategies
• Integration of RMAFs and Risk-Based Audit
  Frameworks (RBAFs)

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Helpful Hints

• Build on business / strategic plan
• Involve partners and key stakeholders, and ensure
  that senior management is on board
• Establish a working group with representatives
  and obtain clear commitment to do the work
• Select realistic indicators based on what will
  provide the best information, and not on what is
  easiest to implement
• Identify the costs of performance measurement and
  evaluation work and build these costs into the TB
  Submission

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Helpful Hints (continued)

• Maintain a flexible approach adapt the RMAF as
  needed and accept that the RMAF is not always
  perfect
• View performance measurement as an iterative
  process
• Consult the Guide for the Development of
  RMAFs(http//www.tbs-sct.gc.ca/eval/tools_outils/
  rmaf_crgar_e.asp)
• Consult Guidance for Strategic RMAFs(http//www.t
  bs-sct.gc.ca/eval/tools_outils/guidance-conseils/g
  uid-cons_e.asp)
• TBS analysts can advise departmental managers and
  evaluators on RMAF requirements - it may be
  helpful to consult with them during the
  preparation of RMAFs